Logos, Inc.: Effective Team Culture

This stage sees group members begin to confront each other as they begin to vie for roles within the group that will help them to belong and to feel valued. Thus as members begin to assert their individual personalities, the comfort of the forming stage begins to come under siege. Members experience personal, intra and inter group conflicts. Aggression and resentment may manifest in this stage and thus if strong personalities emerge and leadership is unresponsive to group and individual needs, the situation may become destructive to the

Whether groups are formed for social or task oriented purposes, the ability to produce and maintain a sense of affiliation, peer support and collaboration is important for overall group functioning. The cohesion of a social group is produced through the establishment of a set of group norms, which are later defined as a guide for conduct accepted within a group of individuals. However, in order for a group to perform and produce results, the team leader should guide his/her team through the proper stages of group development, which includes the following steps: forming, storming, norming, performing and adjourning. Although teams should follow all these stages of group development, the forming and the norming stages are the most important,

The long range plan will be for the teams to continue through the stages of group development. The Storming stage will be the next stage the team will work through. They will have to work through some disagreements and/or conflicts about their roles, power, and structure; and build consensus by revisiting the purpose of the team (Gordon, 2013). The Forming and Storming stages of group development are two of the cornerstones, People and Task, of effective collaboration (Conzemius and O’Neill, 2002). The team will continue to the Norming stage where they demonstrate an improved ability to create interdisciplinary instruction, solve problems, and conflicts that arise in the process. The team will have to make decisions on how they will go about making connections between disciplines. The leaders at this stage become less directive and more leaders

All with differing skills and levels of experience, to allow a service to be provided efficiently and effectively. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interdependency. There is usually not as much room for conflict when working as a team. The team also does not rely on groupthink to arrive at its conclusions.

Everyone knows the plan, strategy, and tactics to be used to achieve the goals and objectives. This comes down to the people who make it happen, meaning the leaders – whose job is to constantly communicate with the team members letting them know that even though this is not the normal job, it is exiting – and that that excitement is what is going to pull them through until the finish line.

Introduction: In the given statement "simply put, teams will be the primary building block of performance in the high performance organization of the future. As a result, effective top managers will increasingly worry about both performance and the teams that will help deliver it" (p. 239, The Wisdom of Teams). Authors Jon R. Katzenbach and Douglas K. Smith conversed with several individuals in more than thirty organizations to figure out where and how groups function best and how to upgrade their adequacy. They uncover: The most critical component in group success who exceeds expectations at group authority. Furthermore, why they are infrequently the most senior individuals Why company wide change relies on upon groups. Furthermore, more comprehensive and demonstrated compelling, The Wisdom of Teams is the fantastic first stage of making groups an effective apparatus for accomplishment in today 's worldwide commercial center.

This balance is often observed difficult to achieve, especially within the solution teams. This is mainly attributed to the team formation stages as described by the Bruce Tuckman’s model (1965). According to Tuckman, the team formation goes through the forming, storming, norming and performing stages in progression. In the forming stage, there is a high dependence on leader for guidance and direction. In the storming stage, team members vie for position as they attempt to

Group member cohesiveness was absent from the group meeting for several reasons, but the primary reasons were due to the fact that the group members did not have a common description of value or structure to the discussion. Each member viewed their own area of involvement within the organization as being more valuable than any other area, and it was this exclusion of other valuable traits that lead the group to begin to clash in such a

There are many factors altering group behavior and effectiveness, such as decision- making, cohesion and communication (Crocker, 2016). The later has also shown a positive relationship with group task cohesion (Smith et al., 2013), and methods of enhancing intrateam

During this stage open conflict between members can be commonplace. There will be challenges to original objectives and rules. Through this targets can become more realistic and trust is created throughout the team members, which is beneficial in the long run. There may be disagreements over issues within the team, with some members agreeing with one view point and while others agree with a differing view, causing a split within the team. Conflict can also manifest over leadership of the team.

Every company has its own "personality" or culture. For an organization to be successful over the long term, its culture needs to be managed effectively. Management Systems ' culture management products or process are designed to help firms define our culture and understand how it affects behavior and organizational success. The process serves as input to the development of strategies for systematically managing culture as a competitive advantage.

It is widely view by academics that when there is strong teamwork with high cohesiveness, it adds competitive advantage to an organization. Cohesiveness was defined as “a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member affective needs” (Carron, Brawley, & Widmeyer, 1998, p. 213). Tuckman (1965) theorise that there are four stages in team development; forming, storming, norming and performing. From the four stages, it is believed that the forming, storming and norming stages lead the team to self-develop cohesiveness. Once the team is able to get together, they would then be able to focus their attention on performing

When doing so the other group members were active listener, by using their whole body verbally and nonverbal. Like facing the speaker and giving eye contact and try to avoided interruption. The group also acknowledges the thoughts of the speaker by giving constructive feed back. Due to the effectiveness of the group communication, we were able to build trust, respect and understand the issues and make decision for effective change. We illustrate this by coming together as a group one again to accomplish the goal we initially wanted to accomplish. Since the first organization that we had chosen was incorrect, so we had to make the necessary changes to accomplish our goals. The other effective feature is the purpose of the group. Kozier et al (2010) stated that the effective group purpose is when “goal, task, and outcomes are clarified. Understanding and modified so that members of the group can commit themselves to purposes through cooperation” (p.401). For instance, each individual was assign a task and knew what was to be accomplished. As group we all decided to meet at suitable day and time which was beneficial to all team members, because we could commit to the group and focus on what needed to be achieved.

Work Team development is a dynamic and often difficult process. Most teams find themselves in a continuos state of change and development. Eventhough, most teams never reach full stability, there is a general pattern that describes how most teams evolve. There are five stages of team development, the first stage is forming. In this stage there is a great deal of uncertainty about the teams purpose, structure and leadership. Members are testing the the waters to determine what types of behaviors are acceptable. This stage is complete when members began to think of themselves as part of the team. The second stage is called storming. In this stage there is much intragroup conflict.Team members accept the existence of the team, but there is resistance to the control that the team imposes on individuality. Conflict can arise from numerous sources within the team setting but generally falls into three categories:communication, factors, structural factors and personal factors (Varney, 1989/Townsley). In addition, there is conflict over who will control the team.

Recently promoted to President of a national transportation and logistics company, I quickly realized that the first and most important achievement must be to create and develop a high performing team with a culture of team building that will spread throughout the company. Selecting the right people for the management team is essential to the company’s success and the selection process will include consideration of the tasks required of the team members, the people best suited for the team, and the team’s structure. In addition to creating the team, I will identify how the team will be developed to ensure success in meeting their goals. The development areas I will focus on our establishing the desired culture, team communication and succession planning. Last, a competitive incentive pay and recognition program will be implemented to properly compensate the team members for individual and group successes.