Team Based Approach to Achieving Managerial Goals: Why Teams? - 10001603
3721 WordsApr 10, 201115 Pages
TEAM BASED APPROACH TO ACHIEVING MANAGERIAL GOALS: WHY TEAMS?
The emphasis on the adoption of groups or teams by organizations and firms for the provision of competitive advantage in the face of diversified workforce is building rapidly (Rau and Hyland, 2003) same issue mentioned by Elmuti, (1997) identifying the globally competitive environment as the reason for employing self managed teams by corporate outfits, even high reliability organizations like the aviation, health care etc. are not left out of the team adoption business in simplifying their tasks for the reduction of errors like accidents resulting to death, (Salas et al. 2001). In simple terms, as a result of the complexity of organizational or…show more content…
Here, minimal goals are achieved due to lots of distraction associated with beginnings and seen as normal.
* Storming is associated with conflict arising from clash of ideas, jealousy defensiveness, task resistance, competition and various negativities that impede the team’s performance eventually.
* Norming is the stage where a congruence of ideas and opinions of team members is reached, in other words team members learn to respect each other’s ideas and feelings, friendliness leading to personal problems being shared, avoidance of conflict and rules and boundaries are established and maintained. * Performing; at this level as it is called, the members begin to perform tasks together, better problem diagnosis and solving and clarity of roles is a major feature of this stage as well as appreciation and respect of team members’ strengths and weaknesses.
* Adjourning; this is the final stage where team members have to go their separate ways, in other words, the team is disbanded. Most times these informal relationships continue even after this stage amongst team members.
(Tuckman, 1965 cited in Clark, 2000)
However, this model of team development by Tuckman has been arguably valid, as (Buchanan and Huczynski, 1997 cited in Rickards and Moger, 2000) sees it as idealized and not a reality as the development of a team