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Making the Tough Team Call. The IMP team has been unsuccessful at completing their project and progressing through the stages of the Tuckman five stage model. They are currently stuck in the second stage of storming without having fully completed the firs

Extracts from this document...

Introduction

325-201 Organisational Behaviour Team Assignment: 'Making the Tough Team Call' Team Diversity Sean Chee, David Hum, Daisy Lu & Kristen Goulopoulos Austin Chia Due Date: 14/5/2010 Contents: Summary...............................................................................................................4 Introduction..........................................................................................................5 Part A: Tuckman's Model......................................................................................6 Case Analysis.............................................................................................6 Stages the team has completed................................................................8 Concepts of Task and Maintenance..........................................................8 The stage at which the team is 'stuck' and why........................................9 The stages which the team needs to accomplish......................................10 Why they have not progressed..................................................................11 What the team needs to do to progress....................................................11 Maintenance Activities....................................................................11 Task Activities..................................................................................14 Critique and modification of the model.....................................................14 Part B: Recommendations.....................................................................................16 Distributed Leadership...............................................................................16 Training.......................................................................................................18 Team Charter..............................................................................................19 Team Objectives...............................................................................20 Team Norms.....................................................................................20 Roles and Compositions...................................................................20 Operations........................................................................................21 Punishments.....................................................................................21 Resources and Support.....................................................................21 Conclusion...............................................................................................................22 Bibliography.............................................................................................................24 Summary: Bruce Tuckman's five stage model is generally accepted as the best description of group development. Within this report Tuckman's model is explained and applied to a case study of a team that is unable to progress through the five stages. It states what stage the team has reached being the storming stage and why it has stopped at this stage. The report goes on to explain what is necessary for the team to do in terms of maintenance and task activities in order to progress onto the final stages of Tuckman's model. It was found that the linear structure of the model was not sufficient in explaining the development of the case study group, as the group had progressed onto one stage without fully completely the previous one. Instead a cyclical model based on that proposed by Bales was suggested as this allowed the team to oscillate between the two stages. In addition a theory by Cassidy which modified the stages to concerns better exemplifies the development of the team. In the second half of the report, recommendations are made for the team to allow them to develop through the stages. It was suggested that the theory of Distributed Leadership be implemented, team members to be trained and a team charter be created. ...read more.

Middle

Roles may also be assigned to team members based on their individual strengths. Roles are positions in a group that have a specific set of norms attached to them. (Johns et al., 2007) Although there are norms that should apply to everyone in the group, the development of roles means that team members should act differently in some situations. For example, in a meeting, not everyone should be taking minutes and not everyone should be facilitating it at the same time. Assigned roles are formally prescribed by an organization as a means of dividing labour and facilitating task accomplishment (Johns et al., 2007). At the moment Winkel, Caldwell and Meier have not worked out their functions in the team, as all of them want to lead the team in their direction of thought. As a result, everyone seems to be tackling the whole project by themselves, which is evident in module four when Caldwell does not share the information with the team but rather with the facilitators. With the creation of roles, everyone will realize their function in the team, allowing them to be more focused on what they have to do, thereby increasing efficiency in task accomplishment. Decision procedures also need to be laid down so as to prevent anarchy (Johns et al., 2007), everyone should get an opinion and no one should feel left out or overpowered. This will make sure that everyone feels that their opinions matter and that they are part of the team. Task Activities It follows that the team has to focus on the actual task of accomplishing the smaller goals as set out during the maintenance period, that is, move on to task activities. According to Johns et al. (2007), groups will become more cohesive when accomplishing some important goal. As the team is realizing these smaller, more achievable goals, they are becoming more united in the process. ...read more.

Conclusion

Common goals or rules may not be able to be agreed upon, and roles may not be able to be assigned. Another shortfall is that teammates may choose to disobey the rules and procedures, making the creation of the charter redundant. The result may be even more conflict and valuable time wasted. Conclusion The IMP team has been unsuccessful at completing their project and progressing through the stages of the Tuckman five stage model. They are currently stuck in the second stage of storming without having fully completed the first stage of forming. As a result of differing work and personal objectives and attitudes as well as personalities the team has been unable to resolve any of their conflicts or gain a direction for the team project. Without completing maintenance activities the team is unable to achieve their task activities and goals. They could accomplish maintenance activities through the resolution of their conflict by the use of different techniques such as compromise, training and assigning roles. This would finally enable them to move on to the last stages of norming, performing and adjourning. The linear nature of the Tuckman model has its limitations in that it does not allow for the impact of team life spans. A circular model suggested by Bales amalgamated with a concerns stages approach proposed by Cassidy would be a better alternative to depicting the development of the IMP group. In order for the team to become effective the report recommends that the team implements the theory of Distributed Leadership, as it will give the team direction as each takes responsibility for their leadership role within the group. Another recommendation is the creation of a team charter and team training. These will give the team a defined set of norms giving each team member psychological reassurance of a set of standard behaviours. Furthermore it will also give the team structure within which it can effectively and efficiently accomplish its maintenance and task goals and progress through the Tuckman model to achieve its project goals. ...read more.

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