Theory of Teams and Teamwork

Bruce Tuckmans Teamwork Theory Team Stages Model

Tuckmans introduced 4 stages of team building that is forming, storming,

norming and performing. It was first developed in 1965, Tuckmans model is widely known

as a basis for effective team building. Tuckmans model is significant because it recognizes

the fact that groups do not start off fully-formed and functioning. He suggests that teams

grow through clearly defined stages, from their as groups of individuals, to cohesive, task

focused teams.

Tuckmans teamwork theory is best illustrated on a graph which shows the

link between group relationships and task focus. The optimal or performing position is

reached when relationships have developed within the group and it has started delivering with

a clear focus on the task.

However, Tuckmans ideas clearly indicate that it takes time to reach the

performing stage, and its normal for these teams to go through ups and downs as they

develop relationships. Particularly in the early period, which is perhaps why Tuckman called

it the storming phase.

One limitation of the model may be that it makes team building appear too

linear and sequential. Although its a useful analytical tool, we must remember that some

teams may loop around in their development. For example, not all teams evolve smoothly

through Tuckmans stages but may yo-yo between norming and storming until they either

begin to function, or are disbanded regardless of limitations, all-well conceived models can

be useful in helping us to understand and better manage our circumstances.

2) Belbins nine team roles

Dr Meredith Belbin studied team-work for many years, and he famously

observed that people in teams tend to assume different teams roles. He defined a team role as

a tendency to behave, contribute and interrelate with others in a particular way and named

nine such team roles that underline team success.

Belbin suggests that, by understanding your role within a particular team, you

can develop your strengths and manage your weaknesses as ateam member, and so improve

how you contribute to the team.

Team leaders and team development practitioners often use the Belbin model

to help create more balanced teams. Teams can become unbalanced if all team members have

similar styles of behaviour or team roles. If team members have similar weaknesses, the team

as a whole may tend to have that weaknesses . If team members have similar team-work

strengths, they may tend to compete for the team tasks and responsibilities that best suit their

natural styles.

nine roles that was mentioned are :

Action Oriented Roles

a) shaper - Challenges the team to improve

b) Implementer - Puts ideas into action

c) Completer-Finisher - Ensure thorough, timely completion

People Oriented Roles

d) Coordinator - Acts as a chairperson

e) Team worker - Encourages cooperation

 f) Resource Investigator - Explores outside opportunities

Thought Oriented Roles

g) Plant - Presents new ideas and approaches

h) Monitor-Evaluator - Analyzes the options

i) Specialist - Provides specialized skills

3) Amabile and Kramers Progress Theory

The Progress Theory was developed by Teresa Amabile and Steven Kramer

That determined that achieving consistent, small wins was the biggest

indicator of arich inner worklife, in turn, enables people to be more productive, more

engaged, and more creative in the work they do.

Amabile and Kramer came up with six mechanisms that managers can use to help their team

achieve small wins :

a) Set clear goals and objectives

b) Allow autonomy

c) Provide resources

d) Allow ample time

e) Provide support and expertise

f) Help people learn from failure

As well as using these mechanisms, everyone should encourage their people to recognize and

celebrate their own successes, however small.

4) John Adairs Theory

Adairs Theory approach leadership from a more practical and simple angle;

by describing what leaders have to do and the actions they need to take. His model has eight

rules for motivating people :

a) Be motivated yourself

b) select motivated people

c) Treat each person as individual

d) Set realistic but challenging targets

e) Understand that progress itself motivates

f) Create a motivating environment

g) Provide relevant rewards

h) Recognise success

John Adairs work is in line with motivational theorists such as Maslow, McGregor and
Herzberg. He emphasizes the need for development of the team and team building.
Introduction

Team plays an important part in any organization. Without having a good

team player in an organization, the objectives are difficult to met and the gap will become

more larger. Team by definition is a small number of people with complementary skills who

are committed to a common purpose, performance goals, and approach for which they hold

themselves mutually accountable.

The current enthusiasm for team working in organizations reflects a deeper,

perhaps unconscious, recognition that this way of working offers the promise of greater

progress that can be achieved through individual or through mechanistic approaches to work.

Teamwork is spilling out across organizational and national boundaries. Many

manufacturers form teams with suppliers to boost quality, reduce costs, and assure continuous

improvement.

We have introduced the idea of a team and begun with a definition of what a

team is. Through the rest of this assignment, we will discuss about setting a team in Pejabat

Setiausaha Kerajaan Pahang to curb the issue of delays in registering application for

government housing scheme.

We will explain on how the Kumpulan Inovasi dan Kreativiti Pejabat

Setiausaha Kerajaan Pahang was set up from the beginning until they represent the State of

Pahang to national level. In this assignment also we discuss about 5 stages of Tuckmans

Theory of for forming, storming, norming, performing and adjourning. Also we touch about

advantages and disadvantages of team at the end of this assignment.