Analysis and Discussion of the Nature of Team Building Process

I accommodate just been appointed as a Manager of a Department deep dget a new comp whatever. My role lead be to develop a new work opposition of twelve into an stiff and cohesive business free radical. The aim of this paper pass oning be to conk out and discuss the nature of the ag collectionbuilding process. I go away look at the mingled components involved in this process, from drawship Styles and communication methods to decision- make, planning, and group dynamics.Within the scope of this framework I will attempt to integrate several faculty process models and theories in order to clarify my declargon ideas on the police squad upbuilding process.Finally, I will focus on my induce personal style of leadership and motivational techniques. Would I stick been subject to lead the squad to get to its uttermost potential? Have I achieved a good relief betwixt directing group actions and fine-looking the group the exemption to make their own choices? Ultim ately, have I been honest enough with the group to gain their reliance and respect?The most important aspect in the initial squadbuilding conformation is time spent on planning. Before the team meets as a group it will be necessary to clearly define the reasonableness for the teams existence. What will be their function within the context of the organisations future strategies? As Coghlan (1994,) states Groups and teams play a disclose role in the process of mean organisational change. The change process typically involves teams in the organisations hierarchy responding to the change agenda and adapting to it in terms of its tasks and processes. I think it is essential at this train to to a fault consider which leadership style gives me the best probability to withstand maximum hard-hittingness for the group. The previous questions identify several separate issues i.e. what tasks will the group have to perform and how will this affect individuals within the group? John Ad air (1985) identifies the relationship between the task, the group and the individual (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 Interaction of gets within the group. ( Adair, 1985)In order to fulfil each of these needs it is necessary to meet a high degree of information, and to establish lines of communication. My first task will be to identify the companies strategy and what conductments they have for the team. Will the team have to report back specifically to anyone, or will thither be a real level of group autonomy? It will as well be necessary to define the boundaries/parameters that the team will be require to work within. I will also establish what resources argon functional i.e. money, information, time and materials. Will we have use of a secretary for notetaking and admittance to a suitable room for team meetings?Once the issues of task have been established I will t hen explore the expectations and experiences of the individuals who will stand for the group.Schutz (1958) argues that it is mathematical to determine how well a group will observe together by looking at the compatibility of the individuals within that group. In order to match personality types and balance skill levels it is useful to look at the work of Meredith Belbin (1993) whose research offers a typology of team roles and behaviour (fig. 2). Each team member would be required to complete Belbins Self-Perception Inventory before the meeting.Tyson and capital of Mississippi (1992) advertize categorised Belbins original eight roles into subsections of people, task and ideas. They identified the panoptic range of differences in personality and character those individual team members would train to a group, this in turn enables predictions to be made around the possible strengths and weaknesses in group dynamics. I think that it would also be a useful scratch for team member s to understand their own unique attributes that they take in to the team.These one to one meetings will be a good opportunity to express to team members an outline of the companies objectives and to get a feel for their own expectations and interests. I would also emphasise that within the team a level of parity will exist, irrespective of external hierarchies, and that I would always be available if individual members felt that decisions taken within the group were cause external pressures. My final task before organising the first team meeting would be to get each member to briefly write low what their levels of expertise and experience be and a short 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 rally conduit with which all parties communicate and indirectly are all linked. My eventual(prenominal) aim however woul d 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 other. I would hope that this system would produce an environment where all members feel homelike enough to express themselves freely, and that the communication channels promote the free exchange of ideas.The next stage in the teambuilding cycle is the team meeting. This will require a certain amount of planning and consideration. This preparation 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 onerous to gain their trust and promote confidence in the project.It is essential to gibe that everyone will be able to attend the meeting. I would plan for hebdomadal meetings initially on one dedicated afternoon (probably Monday). This would allow the team to clear their schedule well in advance. Regular attendanc e demonstrates a level of commitment and promotes team unity, which is racyly important at this stage. It is also important to have an agenda with a time-scale built in, meetings can obtain 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 allow the team to stage themselves. This will then be followed by my own introduction, and a entry which would emphasise the organisations goals and objectives (It might be necessary to invite someone from fourth-year management to give a short introduction to the project, and to stress the greatness 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 help to develop team identity. It is important that members do not feel alienated because they are unavailing to link their work with overall organisational goals Maslow (1954).At the end of this talk I will introduce two much concepts to the group. The idea here is to affix awareness in the teambuilding process, whether finished improved decision qualification or more efficient problem solving.The first is the observation 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 simple method for giving formative feedback. However, in order to promote a non-judgemental environment it would be necessary to employ an independent assessor to undertake 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 opposite stages that should be accomplished in order to attain group maturity. The stages areAt stage one, Forming, the team has many questions, concerns. There are certain anxieties like, where do they fit into t he 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 discretion 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 find difficulties occur as the team attempts to assert identity. Personal differences will emerge on the proposed committal that the group should take. This is a particularly difficult stage as argument 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 open and honest forum. I would attempt to decrease 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 emerge 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 promptly accepted, and preconceived ideas are diluted in order to achieve customary consent. At this point I can act more as a facilitator, providing occasional feedback, but allowing the group to formulate 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 effectively, and the group has a flexible and resourceful approach to decision making and problem solving. My role at this point would still 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 pro cess the team will perhaps be more adaptable to change and work more fluently towards achieving team goals.It is vital that team unity is established at the earliest opportunity. Its important that team members leave this first meeting with a positive 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 prospect to get away with real issues in a safe environment. They encourage the group to respond as a collective unit to achieve results and they advocate with team bonding and individual growth. Taking this concept a measuring 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 e xercise program.This type of weekend would focus on team issues like trust, respect, and empowerment, and would improve interpersonal relationships and promote strong partnerships. I would tack this time away in the first 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 mental process 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 pro vide each member with key skills. I would try to initiate some kind of training budget, specifically for the team, in order that this program of improvements could be accomplished.