Analysis and Discussion of the Nature of Team Building Process

I have just been appointed as a Manager of a Department at bottom a new company. My usage en self-reliance be to develop a new work assembly of twelve into an effective and viscid business police squad. The aim of this paper impart be to analyse and discuss the nature of the squadbuilding process. I leave heart at the various components involved in this process, from Leadership Styles and confabulation methods to stopping point-making, planning, and separate dynamics.Within the linguistic context of this framework I give attempt to bl contain several(prenominal) academic models and theories in influence to clarify my testify thinkers on the teambuilding process.Fin entirelyy, I depart commission on my get personal sprint of leadership and motivational techniques. Would I have been able to lead the team to achieve its maximum potential? Have I achieved a salutary balance between directing gathering routineions and giving the crowd the exemption to make their own choices? Ultimately, have I been honest enough with the group to gain their trust and respect?The most valuable aspect in the initial teambuilding phase is time spent on planning. Before the team meets as a group it will be necessary to understandably define the reason for the teams existence. What will be their function inside the context of the organisations future strategies? As Coghlan (1994,) states Groups and teams play a key role in the process of planned organisational change. The change process typic anyy involves teams in the organisations power structure responding to the change agenda and adapting to it in terms of its occupations and processes.  I think it is meaty at this percentage point to overly consider which leadership style gives me the ruff opportwholey to obtain maximum effectiveness for the group. The previous questions identify several separate issues i.e. what tasks will the group have to perform and how will this incite several(prenominal)s within the group? John Adair (1985) identifies the relationship between the task, the group and the undivided (see fig. 1) and how a balance must be maintained between all three in order to produce the most effective results for the organisation.Fig.1 action of necessitate within the group. ( Adair, 1985)In order to fulfil to severally one of these needs it is necessary to obtain a high degree of information, and to plunge lines of communication. My premier task will be to identify the companies strategy and what requirements they have for the team. impart the team have to report back specifically to anyone, or will there be a certain level of group shore leave? It will also be necessary to define the boundaries/parameters that the team will be required to work within. I will also pass what resources ar available i.e. money, information, time and materials. Will we have use of a secretary for notetaking and access to a suitable room for team meetings? one time the issu es of task have been established I will then look for the expectations and experiences of the individuals who will comprise the group.Schutz (1958) argues that it is possible to determine how well a group will come together by looking at the compatibility of the individuals within that group. In order to match personality types and balance skill levels it is effective to look at the work of Meredith Belbin (1993) whose research offers a typology of team roles and demeanor (fig. 2). to to each one one team member would be required to complete Belbins Self-Perception line of descent before the meeting.Tyson and Jackson (1992) further categorised Belbins original eight roles into subsections of people, task and ideas. They identified the wide range of differences in personality and character those individual team members would bring to a group, this in turn enables predictions to be make about the possible strengths and weaknesses in group dynamics. I think that it would also be a useful tool for team members to understand their own unique attributes that they bring to the team.These one to one meetings will be a good opportunity to express to team members an limn of the companies objectives and to get a find out for their own expectations and pleases. I would also emphasise that within the team a level of parity will exist, irrespective of external hierarchies, and that I would almodal values be available if individual members felt that decisions taken within the group were causing external pressures. My final task before organising the first base team meeting would be to get each member to briefly write down what their levels of expertise and experience atomic number 18 and a all of a sudden outline about themselves, plus relevant e-mail addresses and telephone numbers (if they have access).This initial pattern of communication is comparable to the wheel Mullins (1999) where the leader acts as a central conduit through which all parties communicat e and indirectly atomic number 18 all linked. My eventual aim however would be to decentralise this communication method and achieve the all-channel network Mullins (1999). The latter system requires that all members of the team interact with each former(a). I would hope that this system would produce an environment where all members feel comfortable enough to express themselves freely, and that the communication channels shape up the free exchange of ideas.The next fix up in the teambuilding cycle is the team meeting. This will require a certain amount of planning and consideration. This homework will hopefully convey a level of professionalism and intent to each of the team members. Because the team are new to each other, and to me, I will be trying to gain their trust and promote confidence in the project.It is essential to ensure that everyone will be able to attend the meeting. I would plan for weekly meetings initially on one dedicated good afternoon (probably Monday). Thi s would put up the team to clear their schedule well in advance. constant attendance demonstrates a level of commitment and promotes team unity, which is vitally important at this stage. It is also important to have an agenda with a time-scale built in, meetings can become long and drawn out and members lose interest and focus. Team members should be notified well in advance of the meeting, either by e-mail or memo.The initial phase of the meeting will bequeath the team to introduce themselves. This will then be followed by my own fantasyion, and a presentation which would emphasise the organisations goals and objectives (It might be necessary to ask someone from senior management to give a short introduction to the project, and to stress the importance of the teams involvement). I would then encourage the group to establish a team mission/charter, which would give the team focus, and would also military service to develop team identity. It is important that members do not f eel alienate because they are unable to link their work with overall organisational goals Maslow (1954).At the end of this talk I will introduce two to a greater extent concepts to the group. The idea here is to increase awareness in the teambuilding process, whether through improved decision making or more efficient problem solving.The first is the notification sheet Mullins (pg.498, 1999). This is a feedback mechanism on individual participation, and could be a useful tool in future weeks. The sheet is a unsophisticated method for giving constructive feedback. However, in order to promote a non-judgemental environment it would be necessary to employ an independent assessor to seek this role. Secondly I would introduce Tuckmans (1965) Team Development Wheel. The wheel looks at change in the group process and focuses on the dynamics of a teams development. Tuckman identifies four different stages that should be accomplished in order to progress to group maturity. The stages are At stage one, Forming, the team has many questions, concerns. in that location are certain anxieties like, where do they fit into the group? Why am I here? Who are the other team members? Will I be able to get all my questions answered? It is important at this stage that the Team Leader has prepared well enough to reassure everyone by providing suitable answers and by providing a framework whereby individuals will have a better intellectual of what they are expected to contribute. Belbins (1993) team analysis could be usefully deployed at this stage.At stage two, Storming, the group may husking difficulties occur as the team attempts to assert identity. Personal differences will step to the fore on the proposed direction that the group should take. This is a particularly difficult stage as competition and jealousy can cause other members to feel demotivated and to question their need to belong to the team. I would try to foster an extend and honest forum. I would attempt to dec rease my own influence on the decision making process and encourage the team to work their way through any difficulties, and hope that other leaders may go away to offer further support.At stage three, Norming, a more cohesive unit will emerge. Team members will have developed more confidence in the group, there is a greater sense of belonging. Members opinions are more readily accepted, and preconceived ideas are diluted in order to achieve common consent. At this point I can act more as a facilitator, providing occasional feedback, but allowing the group to give voice and expedite their own decisions.Finally at stage four, Performing, the group will have achieved a high state of maturity. A supportive and trust based ethos permeates the group. Tasks are tackled in effect, and the group has a flexible and resourceful memory access to decision making and problem solving. My role at this point would lock be as a facilitator, able to offer experience and advice when required.Each stage provides the group with insight into the various mechanisms that are required to allow the teambuilding process to progress. By understanding the process the team will by chance be more adaptable to change and work more fluently towards achieving team goals.It is vital that team unity is established at the soonest opportunity. Its important that team members leave this first meeting with a despotic attitude to what they are being asked to accomplish. The team mission will outline the teams objectives, and members will be encouraged to share ideas and communicate with each other or through me.A further way to improve team unity is through the use of teambuilding exercises and training programs. Teambuilding exercises will give the group a chance to deal with real issues in a gum elastic environment. They encourage the group to respond as a collective unit to achieve results and they assist with team bonding and individual growth. Taking this concept a step further, I would schedule a two to three day weekend away from the company, and invest a portion of the resources (if they are available) in a practical teambuilding exercise program.This type of weekend would focus on team issues like trust, respect, and authorizement, and would improve interpersonal relationships and promote rugged partnerships. I would frame this time away in the first calendar month of the project. Training would be tailored to reflect my leadership style, whereby, I would empower the team with the freedom to make decisions within defined parameters Murdock (1999). I would arrange training sessions to deal with the two complementary key issues required for this process, i.e. communication and decision-making. With empowerment comes a level of responsibility a responsibility that each team member would have towards each other to listen effectively and give constructive feedback. Team members must provide each other with feedback on whether their performance enhances the teams performance or impedes it. To do this they need an understanding of non-verbal communication and effective listening skills. Regular training sessions could provide each member with key skills. I would try to initiate some agreeable of training budget, specifically for the team, in order that this program of improvements could be accomplished.