Tuckman's Interaction Theory

To explain team development and people’s interaction, several theories and models have been suggested.
Tuckman (1996) suggests five stages of evolution of team members as follows:
i. Forming
This is a set up or first stage where members behave formally and have confusion. This stage is usually short. The leader is required for purposes of advice since other members’ roles and responsibilities are less clear. ii. Storming
This is a conflict stage where members face internal struggles and not consider them as a part of team. iii. Norming
This is a cohesion stage where a mutual support and friendship develops between members and they start considering each other’s view points as well. iv. Performing
This is an effectiveness stage where team
turns to work effectively. Members develop trust, become interdependent and start working together for a common purpose.
v. Adjourning
It is the stage of suspension or dissolution where the team members exit as the purpose is fulfilled (Tuchman, 1996).
Tuckman has suggested that every team goes through these stages and interacts in this way.
However, not all theorists seemed to agree with him.

Belbin’s team role theory proposes that team performance is largely dependent on and optimal if the personality related team roles are fulfilled (Utley, 2010). He mentioned a set of 9 team roles that are relevant to leadership having peculiar strengths and acceptable weaknesses (Borkowski, 2009).

In contrast to Belbin’s team roles, Woodcock’s 9 building blocks theory focus on diagnosing team work issues explaining the reasons for friction within team members. He suggests that teams formed by people who get on well with each other are improved and perform better (Jones, 2010).
While forming an effective team, it is important for it to possess certain characteristics that helps the team to function more productively and efficiently (Lighter, 2010).
There are many things that can be done by staff at different levels to make develop and promote effective team working at St-Patrick’s Home. Some include;
• Defining appropriate roles for the project helps the team to perform allocated tasks to their best. This also avoids conflicts and disputes due to interference. The team performs effectively while performing individual roles
well
• Guiding and mentoring the team by leaders at appropriate stages and intervening when things are not going as per plan, directs the team to recognize errors improvise and control the project better. Leaders also encourage team members to bounce their ideas with each other to find better alternatives.
• Team purpose is an important factor to develop an effective team as clear goals and common aims for a task helps the team members to contribute to towards institution goals.
Team members can indulge in brainstorming sessions for understating the plan the group tasks that needs to be done. Team members can share their knowledge with each other and should personally interact with each other
• They should also interact frequently with the top management to understand what is happening in the Nursing Home and how things can be improved by their contribution

Every individual in the team should perform properly and the team members should encourage each other to perform better than each other. All these activities can be undertaken to develop and promote effective team working at St-Patrick Nursing Home.

A performance appraisal is the systematic evaluation of the individual with regards to his or her performance on the job and his potential for development. The Performance Appraisal process involves the following steps;
i. Establish the Standards of Performance – These are the golden rules that will govern the assessment and so they are set
appropriately. ii. Communicate these standards to employees – This is done so as to ensure everyone is aware of what is expected of them in a particular set of work. iii. Measure the actual performance – Based on the output of the individuals, their performance is measured. iv. Compare actual performance with the standards established.
v. In case of variation, initiate corrective action. vi. Communicate the rating to the employee. vii. Discuss the feedback with the employee. viii. Conduct post-appraisal Interview. ix. Initiate corrective action, if required

These approaches are very vital and can guarantee very good results.
When identifying individual needs for training and development; Various ways including interviews, questionnaires, training assessment forms and focus group meetings can be used. This reveals which training a particular individual will need. It is also possible to understand the training and development needs of the Nursing Home by analyzing the areas where the employees are not performing well.

Different strategies can be used by the employees to promote the continuous development of the individuals in the health and the social care workplace including;
i. Recognition for better performance of the employees can come in handy. This recognition can be in the form of awards and rewards. The rewards and awards to the employees will also motivate the employees to perform better than others which can be done through training as a form of continuous development. ii. Incentives can be given for proper training and development of the employees. iii. Also there is another important thing which will help to motivate the employees for continuing development will be regular performance feedback of the employees (Gilson, 2006). This will help the employees to see the progress and improvement in their performance by adopting the different training. This is really very uncomfortable for the employees if their performance if not evaluated properly and proper feedback is not given to them from time to time. If this is incorporated, then the employees will be motivated for the continuous training and development drive.