The document discusses effective teams and team development. It states that effective teams feel responsible for results and overcome difficulties together. Teams progress through stages from undeveloped to mature, including forming, storming, norming, and performing. At each stage, certain features are present, such as getting to know each other in forming and allowing conflicts to surface in storming. Finally, the document discusses different types of teams and challenges teams may face.

2.  Effective teams produce outstanding results
and succeed in achieving despite
difficulties. Members feel responsible for the
output of their team and act to clear
difficulties standing in their way. A team,
therefore, is more than a collection of
individuals. It is in part an emotional entity,
rooted in the feelings as well as the thoughts
of its members; they actively care about their
team’s well being.

3. *An energetic group of people who are committed
to achieving common objectives, who work well
together and enjoy doing so, and who produce high
quality results.
*According to the definition, a team consists of
individuals who relate directly together to get
things done. This suggests a practical limitation on
size, because rarely in practice can more than nine
people function as single team.
*Interdependence
*Shared Responsbility
*All members share outcome, accountability for
team outcomes.

4.  When a group of people come together to
achieve an objective they will go through a
series of stages, leading hopefully to a final
‘mature’ stage that equates to effective team
functioning.

5.  Stage 1 - The Undeveloped Team: The ‘Forming’
Stage
 Stage 2 - The Experimenting Team: The ‘Storming’
 Stage 3 - The Consolidating Team: The ‘Norming’
 Stage 4 - The Mature Team : The ‘Performing’ Team
Stage 5 - The Disbanding Team: The ‘Mourning’

6.  The features of this stage are:
 Facilitate ‘getting to know you’ exercise, stimulating
greater personal knowledge.
 Demonstrate openness by example.
 Invite members to share their concerns and
problems.
 Encourage consideration of individual strengths and
weaknesses. Make team activities enjoyable.
 Give maximum support.

7.  The features of this stage are:
 Encourage greater openness.
 Begin to involve team members in review of team
performance.
 Allow conflicts to surface.
 Question decision making and problem solving
methods.
 Encourage individual team members to ‘air their
grievances’.
 Seek common ground.
 Give high level of support.
 Find opportunities to experiment.

8.  The features of this stage are:
 Develop problem-solving skills.
 Develop decision-making strategies.
 Develop individual skills.
 Develop a capacity for the team to compensate
for individual weaknesses.
 Encourage people to share strengths.
 Celebrate successes.
 Clarify objectives
 Regularly review performance and plan
improvements.
 Give moderate support.

9.  The features of this stage are:
 Build bridges with other teams.
 Experiment with different forms of leadership
 Allow leadership to change with the needs of the
task.
 Clarify values.
 Consider the possibilities of enhanced inputs into the
organisation.
 Encourage informal communications.
 Fight insularity.
 Expose team functioning to external scrutiny.
 Give minimal support.

10.  The features of this stage are:
 Competence has been established at a
high level.
 Commitment may surge or dip.

11.  Developing Teamwork
 Identify the need
 Know one another
 Form team charter
 Perform team tasks
 Use team tools
 Work Together
 Consensus
 Cooperate with other Teams
 Evaluate Teamwork

12.  Problem Solving Teams
 They typically are composed of five to twelve employees from the same
department who meet for a few hours each week to discuss ways of
improving quality, efficiency, and the work environment.
 Self-Managed Work Teams
 Self-managed work teams are generally composed of ten to fifteen
people who take on the responsibilities of their former
supervisors. Typically, these responsibilities include collective control
over the pace of work, determination of work assignments, and
collective choice of inspection procedures. Fully self-managed work
teams even select their own members and have the members evaluate
each other’s performance. As a result, supervisory positions take on
decreased importance and may even be eliminated.
 Cross-Functional Teams
 Cross-functional teams are made up of employees from about the same
hierarchical level, but from different work areas, who come together to
accomplish a task. Many organisations have used horizontal, boundary-
spanning groups for years. Cross-functional teams are an effective
means for allowing people from diverse areas within an organisation (or
even between organisations) to exchange information, develop new
ideas, solve problems, and coordinate complex projects.

13.  As organizations get larger the opportunities for
personal expression and satisfaction often becomes
less. Too often the members feel frustrated because
they cannot find a clear way of meeting their own
needs and aspirations.
 Team members often spend a lot of time
on retaliation. They do not use mistakes as
opportunities for increased learning and
improvements. Mistakes become an excuse for
punishing those who have committed thus giving a
vent to their frustrations.
 The unhealthy competition between team members -
they enjoy backbiting and playing dirty tricks and
politics on their own teammates