One of the elements is necessarily contributed to
the team effectiveness model, collectively known
as team processes includes team development,
norms, cohesion and trust. These elements
represent characteristics of the team that
continuously evolve.
Forming is the first stage of team development,
is the period of testing and orientation in which
members learn about each other and evaluate
the benefits and costs of continued membership.
For example, people tend to be polite, will defer
to authority and try to find out what is expected
of them and how they will fit into the team.
Storming stage is marked by interpersonal
conflict as member become more proactive and
compete for various team roles. Members try to
establish norms of appropriate behaviour and
performance standards.
Norming means team develops its first real
sense of cohesion as rules are established, and
a consensus form around group objectives and a
common or complementary team- based mental
model.
Performing stage is very important in team
development, team members have learned to
efficiently co- ordinate and resolve conflict. In
high performance teams member are highly co
operative, have a high level of trust in each other
Reference:
Steven McShane, Tony Travaglione, A. Olekaln,
Mara (2010). Organisational Behaviour on the
Pacific Rim. Ailsa Brackleydubois
TEAM ROLES:
A set of behaviors that people are expected
to perform because of the positions they
hold in a team and organisation
WHY do we need Team Roles?
Team roles provide a common language to
talk about how people behave in work place
The advantages of team roles:
• Achieve the goals
• Maintain relationships within the team
Disadvantage:
• Informal role assignment occurs during
team development and is related to
personal characteristics
For example: Belbin Team Roles
Two central processes in team development:
1. Team development identity
Occurs when employees shift their view of the
team from “them” to “us”. This relates to
becoming more familiar with the team, making it
part of their social identity and shaping the team
to better fit their prototype of an ideal team.
2.Team competence development
Team members developed habitual routines that
increase work efficiency. They also form shared
or complementary mental models regarding
team resources, goals, tasks, characteristics of
other member
Team mental models are visual or relational
mental images that are shared by team
members.
For instance, members of a newly formed team
might have different views about customer
service (quality of interaction, speed of service,
technical expertise provided and so on)
As the team develop, these views converge into
more if a shared mental model of customer
service.
Reference:
Steven McShane, Tony Travaglione, A. Olekaln,
Mara (2010). Organisational Behaviour on the
Pacific Rim. Ailsa Brackleydubois
TEAM BUILDING:
A process that consists of formal activities
intended to improve the development and
functioning of a work team
Types of team building:
• Clarify team’s performance goals
• Improve team’s problem-solving skills
• Improve role definitions
• Improve relations
We must remember that team building occurs on
the job, not just on an obstacle course or in
national park
Organisations should encourage team members
to reflect on their work experiences and to
experiment with just-in-time learning for team
development.