TEAM-DEVELOPMENT MODEL Horace Dillard HRM345: Building Effective Teams Colorado Technical July 25, 2015 Preparing the team to work together Train the members on how to work together as a team Design activities that will bring the team members together and help them know each other. Build good relationship and trust among the team members. Teach the team members about different styles of working together and conflict resolution skills. Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004). 2 Training and development activities that build trust and productivity Encourage open communication among the team members. Hold trust building exercises to enhance team spirit. Ensure the team has a shared goal and commitment. Encourage regular interaction among the members. Institute training programs to build competence of the members. Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...

1. TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and
help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working
together and conflict resolution skills.
Every team goes through a series of developmental stages as
they set out to accomplish a particular task. Working in a team
needs good planning and a lot of preparation in order to
successfully accomplish a particular project or task . As a team
leader, it is very important to prepare the team to work together
before they embark on a particular task. The first thing I will do
is to train the team members on the importance of teamwork and

2. how to work together as a group. I will start by explaining the
task ahead of them and make it clear to each team member that
they are expected to work together to successfully finish the
task. I will design and put in place activities that will help them
to get to know each other so that they can learn to accommodate
each other before they start working. I will build trust and good
relationship among the team members by organizing in-person
meetings and activities which will bring the members together
and warm up their relationships. I will coach the team members
about the various work styles that applies to team work and how
resolve any conflicts that may arise in the course of work so as
to prepare them to work and face any challenge together as a
team (Maginn, 2004).
2
Training and development activities that build trust and
productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any
given team and therefore building trust between the team

3. members is the first step to ensuring good performance the
team. In order to ensure there is trust among the team members,
I will encourage them to communicate openly and be willing to
share ideas and information amongst themselves so that they
can empower each other to work together as a team. I will hold
trust building exercises to enhance team spirit which is a very
important ingredient for the good performance of a team. I will
make sure that every team member shares the common goal of
the team and establish total commitment towards achievement
of the goal. I will ensure that everybody in the team understands
what is expected of them and what needs to be done at both
team and personal levels. I will also encourage regular
interaction between the members which will encourage them to
share their experiences and have respect for each other. I will
institute training programs to improve on the competence of the
members so that they can trust each others ability to perform
any given task (Information Resources Management
Association, 2012)
3
How to measure trust within the team
Levels of interaction among the members.
How open and freely do they communicate.
Ability and readiness to accept change.
Degree of identification with the group.
Trust within a team can be measured by a number of factors and
issues. For instance, a team with high levels of trust among the
members will have high interaction tendencies among the
members. The members exhibit a mutual respective behavior for
each other and able to share their experiences amongst

4. themselves. There is open communication in the team and the
members freely express their opinions and arguments without
fear or intimidation. Greater readiness and ability to accept
change is also a measure of high trust levels in a team because
when members trust each others ability to perform, they can be
ready to embrace any change that comes their way as a team.
When trust exists within a team, the members show a high
concern for each other by caring, tolerating and empathizing
with each other. Degree of identification with the team can also
be used to measure trust. When members are willing and ready
to identify with the team shows existence of trust but any
unwillingness to identify themselves with the group signals lack
of trust (Spitzer, 2007).
4
How to measure effectiveness of the team in the three stages
Careful selection of the team leader by the members.
Willingness to freely communicate and share information.
Learn to listen to each other and accept their differences.
Team leader defines the roles and responsibilities and provides
direction for everyone in the team.
High concerns for timelines and quality work.
Effectiveness of a team can be measured by a number of factors
at each stage of development. There are various characteristics
that can be used to measure whether a team is effective or
dysfunctional. In the early stages of a team, that is within the
first three months, effectiveness of a team can be measured by

5. how careful the members select their team leader. In the early
stages, an effective team will have its members freely and
willing to share information about their experiences and
interests and getting to know each other well before they start
working together but an ineffective team will lack the aspect of
honesty and openness among he members. An effective team
will have its leader clarifying the goals of the team providing
direction of the project and defining the roles and
responsibilities of every team member. The members learn to
listen to each other, accept their differences and are able to
welcome different opinions and ideas on how to carry out the
task before them. For an effective team, there will be clear
communication, consensus among the members, commitment to
the project and regular team meetings with high concerns for
timelines and work quality. The members ensure timely hand off
to others to ensure the project does not stagnate but keeps on
moving in the right direction (Subrahmaniyam, 2009).
5
Next stage…
High conflict resolution skills.
High level of trust among the team members.
Members make decisions and solve problems effectively.
Work well without oversight from the team leader.
Good coordination.
In the next stage, within six months after the team is formed,
effectiveness is measured by how the team carries out the
project, the processes and procedures put in place, how they

6. resolve conflicts, the level of trust and general progress of the
project. An effective team will have in place clear procedures,
processes and tools to get the job done. They will also be able
to resolve any conflicts in the team and seek each other for
assistance towards the common goal. In the final stage within
the last three months, an effective team is highly motivated to
reach their goal, the levels of trust are very high, members are
able to solve problems and make decisions quickly and
effectively. An effective team will be able to make decisions for
the team without depending on the team leader and they can
change and improve the working processes to complete the
project well. The members are able to work very well without
oversight from the team leader and submit their reports in good
time. Effectiveness of the team will be also be measured by how
well the members are able to coordinate the project on their own
to ensure its continued success (Subrahmaniyam, 2009).
6
References
Hass, K. B., Vander, H. R., & Ziemski, K. (2008). From analyst
to leader: Elevating the role of the business analyst. Vienna,
VA: Management Concepts.
Information Resources Management Association. (2012).
Human resources management: Concepts, methodologies, tools
and applications. Hershey, PA: Business Science Reference.
Lucas, J., & Moeller, B. (2004). The effective incident response
team. Boston: Addison-Wesley.
Spitzer, D. R. (2007). Transforming performance measurement:
Rethinking the way we measure and drive organizational
success. New York: AMACOM.
Subrahmaniyam, M. M. (2009). Performance management:
Measure and improve the effectiveness of your employees. New
Delhi: Global India Publications.

7. Managing team issues
Horace dillard
Colorado Technical University
HRM345-1503A-01
Instructor: Jamie Boyd
Cross-functional teamIt is a group of experts aimed at meeting a
common taskIt is very effectiveIt coordinates large projects
One of the most notable formal work groups is the cross-
functional team. This team is made up of employees who are
almost in the same hierarchical level although they come from
different areas of work with the task of accomplishing a
common task. The team is very effective in terms of allowing
people from various areas of work within the organization to
develop ideas, exchange, coordinate projects that are complex
or solve problems. The unique thing about this team is that it
brings in people from different functional specialties in order to
invent design in a better way or even deliver certain services

8. and products in time (In Sparapani, 2013).
*
Functions of the groupShared vision developmentIncrease
communication within the organizationSolve problems facing
the organizationImprove product and service quality
Since the cross-functional team is made up of experts, it is
charged with certain responsibilities or functions in the
organization. Some of them include the following. First they
focus on the development of the shared vision where all the
team member come up with ideas and work towards attaining
the vision they develop for themselves within the organization.
Besides that, they increase communication within the
organization by fostering communication to improve efficiency
especially within relationships such as those of the buyer and
seller in order to create an alliance (Friend, 2005). They also
solve any problems that the organization might face in a certain
section. Most importantly, the team helps improve quality by
increasing the technology flow in the organization. The
reporting relationship takes the form of a flow chart where the
team leader and head of technical department have member
reporting relationship. On the other hand, the key stakeholders
of the cross-functional team include; the senior management as
they sponsor the team and so the team needs to inform the
management of its every progress.
*

9. Data collection methodsInterviewsInvolves interviewing group
members and stakeholdersThe response helps in conducting
analysisIt eliminates any form of pressure among stakeholders
Data from the group and the key stakeholders will be collected
through interviews where one-on-one communication will take
place. The stakeholders and group members will be interviewed
so as to extract relevant information from them. The responses
that will be collected will hence be used to conduct an analysis.
The stakeholders and group members will be informed of the
objective and activities of the interview so that some form of
focus can be created for the interview. The questions to be
asked will be created in a list with a general strategy set in the
mind to guide the interview in a manner that can get the all the
relevant information from the stakeholders and group members.
This method of data collection is very advantageous because the
stakeholders and group members will not experience any form
of pressure. This is because they will not experience the fear of
expressing themselves which is common with group discussion
methods of data collection (Frey, 2004).
*
Type of data neededQualitative and quantitative dataThe two
can improve the evaluation processThey can ensure an improve
group understandingThey can help generate and compare
hypotheses
In designing the development plan, the type of data that will be
needed is both qualitative and quantitative data because having

10. a combination of these two types of data can improve the
evaluation process through ensuring that the limitation of one
data type are balanced by the strengths of the other. Besides
that, it will also ensure that there is an improved understanding
by integrating different knowing ways. In the development plan,
the plan on how to evaluate the two types of data is important
(Parker, 2002). Having a combined data type can also help
generate hypotheses from qualitative work that can be tested
through the quantitative approach. A good example of how these
two types of data can be used in the development plan is that;
qualitative research can be used to identify factors that affect
investigation areas then the collected information can in turn be
used to devise quantitative research whereby an assessment can
be made on how these factors can affect the user preferences.
*
diagnosing the level of functioning for the groupOrganization
design is a major input in diagnosisIt involves design
components featuring the companyTask structure and goal
clarity are important componentsGoal clarity comprehend the
group’s objectives
The diagnosis of this group can follow relational and
dimensional fits that are applicable to the diagnosis of
organization-level. The group in essence operates more like an
organization since it is large and its functioning can be assessed
by diagnosing it as an organization. It is however temporary and
it only exists to perform a specific task. In diagnosing the
group, organization design is a major input in terms of group
design. It involves the components of design that characterize
the organization at large within which the group operates;
structure, technology, human resource system and measurement
systems. Technology plays a role in determining the group task

11. characteristics while the structural systems specify the
coordination level that is required among groups. Measurement
systems and human resource on the other hand are important in
determining the functioning of the team for instance through
reward systems and appraisal. The accuracy of diagnosis can be
increased through data collection about the organization design
of the group context. The major design components of the group
include; task structure, goal clarity, performance norm, group
functioning and group composition. Goal clarity talks of how
well the group comprehends its set objectives. Goals should be
challenging in a moderate way (In Sparapani, 2013).
*
examples of developmental activities Succession
trainingOrganizations identifies employees with executive
skillsCareer pathsThey lead groups to have plans in their
advancements
Some of the developmental activities that can be used for the
various levels of functioning that are based on the above
diagnosis include the following. Succession training is one of
the developmental activities whereby the organization identifies
those employees with executive and managerial skills then
works with them to develop these skills. This form of training
prevents the organization from outsourcing for management
talent. Secondly, career paths on the other hand lead the team
members to have a plan in their advancements within the
organization. The HR experts in the group should ensure that all
the organization needs are identified so that the group can
create career opportunities for its members (Friend, 2005).
Despite this using rewards systems to promote development
activities in terms of member input, can result to negativities

12. for instance, the individual based performance appraisal and
systems of rewards tend to interfere with the functioning of the
team since the members can be more concerned with
maximizing their performances as individuals to the detriment
of the performance of the team. Therefore, collecting sufficient
information on the organization design of the group can help
improve the development activities since the diagnosis will be
more accurate.
*
How TO communicate the progress of the groupMeetingsTheir
voices can be heardThey can also influence the meeting
outcomeConference calls can also be used for those who are far
Communication is important for every project to emerge
successful especially when dealing with groups and key
stakeholders. While communicating with the stakeholders, some
of the best ways to tell them of the progress of the group can be
through; Meetings where their voices can be heard and at the
same time have a chance to influence the outcome of the
meeting in a certain way. In addition to that, they can be able to
maximize every second of the time spent conducting the
dialogue where every party involved in the communication can
be involved in the conversation. Here, the verbal and non-verbal
cues can also be well communicated and interpreted to avoid
any form of misinterpretation. Conference call can also work on
the part of stakeholders especially when conducting a one-on-
one meeting is not possible. It also works when the distance
between them is far although it can prove to be expensive to
call. On the part of the group members, meetings can also be
effective ways of communicating the progress of the group
since all the members will be present to demonstrate how they
were able to play their part in contributing to the success of the

13. team (Frey, 2004).
*
referencesFrey, L. R. (Ed.). (2004). Group communication in
context: Studies of bona fide groups. Psychology Press.Friend,
J. K., & Hickling, A. (2005). Planning under pressure: the
strategic choice approach. Routledge.In Sparapani, E. F. (2013).
Differentiated instruction: Content area applications and other
considerations for teaching in grades 5-12 in the twenty-first
century.Parker, G. M. (2002). Cross-Functional Teams:
Working with Allies, Enemies, and Other Strangers. San
Francisco, CA: Jossey-Bass.
*