Introduction Team Development Model From a personal perspective, I will use the forming, storming, norming, performing, and adjourning model of team development. Wright (2013) indicates that Bruce Tuckman developed this team development model and maintained that the five stages were important for team growth. Also, the phases can enable teams to face up to problems, to tackle and solve problems, to plan work, as well as to deliver results. During the forming stage, members get acquainted with one another and understand the scope of a project. They establish ground rules by finding out acceptable behaviors with respect to interpersonal relations and the project. The storming phase is marked with high level of internal conflict while the norming stage is characterized by close relationship development and group cohesiveness. Performing stage is associated with fully functional and acceptable team that aims to accomplish project goals. During adjourning phase, a team prepares for its disbandment. 1 Models of Team Development 5 Stages of Team Development Forming Storming Norming Performing Adjourning The Forming Phase, this is the initial phase. Teammates are introduced and take the time to understand the scope of the project they are undertaking. During this phase, ground rules are established, and acceptable behaviors are found. The Storming Phase, the second phase is known as the Storming Phase. This phase marks when defined roles are established for each team members. This phase is marked with a high level of internal conflict. The Norming Phase, the third phase in series is called the Norming Phase. During the Norming phase, the team is characterized by developing close relationships and working towards group cohesiveness. The Performing Phase, the fourth phase is the Performing Phase. The Performing phase is associated with the team being fully acceptable and functional to accomplish any goals within the project. The Adjourning Phase, the final stage in this model is the Adjourning Phase. In this final phase, a team prepares for adjourning or disbandment. If a team is able to form, storm, norm, and perform in the ways identified above, they are sure to benefit immensely and grow as a unit. 2 Preparation for the Team First, I will establish ground rules for the team’s operations. To be effective, team members must be clear about how they work together. A team must have a common identity, share same values, goals, plus objectives. Great communication skills are required to instill that each member of the team is well informed. Ground rules will provide guidance for needed behaviors and expectations. Once the ground rules have been established and agreed upon, a team will define each member’s roles and responsibilities. Decision making is also an important aspect of teamwork. With this in mind, team members will determine decision making process and conflict resolution approach. Moreover, I will outline the tea ...

1. Introduction
Team Development Model
From a personal perspective, I will use the forming,
storming, norming, performing, and adjourning model of team
development. Wright (2013) indicates that Bruce Tuckman
developed this team development model and maintained that the
five stages were important for team growth. Also, the phases
can enable teams to face up to problems, to tackle and solve
problems, to plan work, as well as to deliver results. During the
forming stage, members get acquainted with one another and
understand the scope of a project. They establish ground rules
by finding out acceptable behaviors with respect to
interpersonal relations and the project. The storming phase is
marked with high level of internal conflict while the norming
stage is characterized by close relationship development and
group cohesiveness. Performing stage is associated with fully
functional and acceptable team that aims to accomplish project
goals. During adjourning phase, a team prepares for its
disbandment.
1
Models of Team Development

2. 5 Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
The Forming Phase, this is the initial phase. Teammates are
introduced and take the time to understand the scope of the
project they are undertaking. During this phase, ground rules
are established, and acceptable behaviors are found. The
Storming Phase, the second phase is known as the Storming
Phase. This phase marks when defined roles are established for
each team members. This phase is marked with a high level of
internal conflict. The Norming Phase, the third phase in series
is called the Norming Phase. During the Norming phase, the
team is characterized by developing close relationships and
working towards group cohesiveness. The Performing Phase, the
fourth phase is the Performing Phase. The Performing phase is
associated with the team being fully acceptable and functional
to accomplish any goals within the project. The Adjourning
Phase, the final stage in this model is the Adjourning Phase. In
this final phase, a team prepares for adjourning or disbandment.
If a team is able to form, storm, norm, and perform in the ways
identified above, they are sure to benefit immensely and grow
as a unit.
2

3. Preparation for the Team
First, I will establish ground rules for the team’s operations. To
be effective, team members must be clear about how they work
together. A team must have a common identity, share same
values, goals, plus objectives. Great communication skills are
required to instill that each member of the team is well
informed. Ground rules will provide guidance for needed
behaviors and expectations. Once the ground rules have been
established and agreed upon, a team will define each member’s
roles and responsibilities. Decision making is also an important
aspect of teamwork. With this in mind, team members will
determine decision making process and conflict resolution
approach. Moreover, I will outline the team’s vision, mission,
objectives, plus performance measures. Finally, I will determine
team processes such as the need for high team involvement
levels for decision making.
3
Icebreakers
Performance training
Development and Training
“How can your company learn, grow and succeed if people are
afraid to be themselves, voice their opinions and genuinely
show that they care about the brand and team? Having the
company become a sort of safe space allows for brilliant ideas
to flow and for problems in your company to be flagged and
addressed head-on.”

4. Training and Development Activities
As a human resource manager, I will use the icebreakers
approach to team building, team self reflection exercises, and
fishbowl conversation technique for trust-building and
productivity within a team. According to Barkley, Cross and
Major (2014), icebreaker exercise aims to bring people together,
get them go together through shared experience, solve problems,
manage limited resources, and make decisions. A team self
reflection exercise aims at building trust among team members.
It is important for a team to not only self-reflect, but also
evaluate its performance without frictions. A fishbowl
conversation technique can help in organizing constructive
discussion among team members on a particular topic. In
essence, the technique helps members manage debate on a topic
and maintain it under control even if many individuals are
participating.
4
Team commitment
Employee Engagements
Incentives
Trust and Effectiveness
Measuring Trust within Teams
Team commitment will help in identifying whether or not
trust exists in the team. Costa and Anderson (2011) define team
commitment as the relative strength of a person’s identification
with plus involvement in a given team. Team commitment can
be categorized by: strong belief in and acceptance of a team’s

5. goals plus values, willingness to exert considerable initiative on
behalf of the team, and strong desire to remain a member of a
team. High trust among members is more likely to lead to higher
commitment to a team because it reinforces positive actions
which are necessary for positive expectation toward team
members.
With regards to team effectiveness, I will measure
employee satisfaction levels after the third month, employee
engagement levels after 6 months, and employee advocacy score
after 9 months. Employee satisfaction index helps in
determining the extent to which workers are happy with their
job (Albrecht, 2010). This measure will help in determining
employees’ feelings about their leaders and development
opportunities. Albrecht (2010) indicates that employee
engagement level helps in determining the extent at which
workers are ready to devote themselves to an organization’s
mission and vision. Employee advocacy score, on the other
hand, helps in determining the extent at which employees are
willing to become public representatives of an organization.
5
Albrecht, S. L. (Ed). (2010). Handbook of employee
management. Northampton, MA: Edward Edgar Publishing
Limited
Barkley, E. F., Cross, K. P., & Major, C. H.
(2014). Collaborative learning techniques: A handbook for
college faculty. John Wiley & Sons.
Costa, A. C., & Anderson, N. (2011). Measuring trust in teams:
Development and validation of a multifaceted measure of
formative and reflective indicators. European Journal of Work
and Organizational Psychology, 20(1), 119-154.
Wright, E. (2013). Project team development and how to
accelerate it. PM World Journal, 2(10), 1-7.

6. References
Managing Team Issues
Student’s Name
Institutional Affiliation
Work Function
Work teams are established to improve focus on specific
organizational goals.
Members of a work team prepare an action plan to use their
expertise in a collaborative manner.
High-performing teams have strong communication and defined
work relationships.
The marketing team is expected to collaborate with the
manufacturing department to drive up the sales (La Rocca et al.,
2016).
Customers also expect the marketing team to provide feedback.

7. The concept of work teams has been advanced in recent years
by offering a group of individuals a single task to focus on for a
given period of time. In organizational management, teams have
a set of goals that are achievable after collaborative application
of their skills. Teams that yield the highest performance define
each member’s responsibility and work collaboratively to
complement each other’s strengths. Work teams should have a
strong system of communication and collaboration to avoid
failure. The marketing team is one such group centrally placed
between two vital stakeholders in a business setup. The
manufacturing department expects the marketing team to drive
up sales by reaching many customers in the market. The
customers expect the marketing team to deliver their response to
the manufacturing team for relevant preferences to be
addressed. . Customers interact with the marketing team on the
field as they pitch sales to them. The marketing team describes
the qualities of the products being sold while the customers
describe their most vital concerns. The work function of the
marketing team is incomplete until customer’s feedback is taken
back to the organization and their concerns addressed by the
relevant departments. The marketing team has to communicate
frequently between these two stakeholders for sales to be made
and customers to be satisfied with product’s characteristics.
2
Data Collection Methods
The marketing team has to collect data from the customers in
the field.
The marketing team also has to obtain sales projections from
the manufacturing department.
The most applicable collection methods in this case include:
Manufacturing reports
Interviews

8. Questionnaires
Focus group discussions
The marketing team acts as an intermediary between the
organizations manufacturing department and the customers.
They are expected to gather data from each stakeholder in this
business relationship for each party to express its concerns.
Nonetheless, most of the collection of data occurs in the field
where diverse methods have to be applied to obtain any relevant
information. Within the organization, the marketing team will
obtain information through reading of the manufacturing
reports. The financial report and sales report are part of the
documents with relevant information from the organization’s
side. In case clarification is required from within the
manufacturing department, an interview can be conducted with
the department’s manager. Interviews offer first-hand
information to the marketing team about sales projection as well
as clarity on other issues. On the other hand, the market is wide
and the marketing team needs to gather as much information as
possible. The use of questionnaires in the field really helps the
marketing team to collect a wide data base that will influence
the manufacturing process. Apart from questionnaires, focus
group discussions can be used to collect information when a
small group of customers gather around the marketing team to
listen to a sales pitch. The focus group offers ideas that are
noted down by the team and sent back to the organization.
3
Development Plan
The purpose of a development plan is to provide manufacturers
with a product design and developmental budget (Lagat

9. &Frankwick, 2017).
The levels of functioning will be diagnosed according to the
development areas in the organization.
The marketing team will need to understand these three areas of
the development plan;
Product development
Market development
Organization development
The development plan is essential for business because it allows
the organization to focus on specific functional areas. In the
marketing context, a development plan describes the product’s
design, its manufacturing process, its marketing process, the
company structure, and the budget necessary to accomplish
product development. Essentially, the marketing team has to
understand the three functional areas that make up the critical
parts of the development plan. These three functional areas
include; product development, marketing development, and
organizational development. The marketing team should
understand the operations that occur in each functional area
developed because they play the vital role of linking up these
different levels. At the bottom of the development plan is the
product development functional area which involves the
manufacturing process. Products are designed with specific
characteristics expected to meet customer needs and offer
consumer satisfaction. The marketing development involves
targeting a specific population that will consume the
manufactured products. At this functional level, the marketing
group has to show that the products create the desired value to
the target market. The top functional level is organizational

10. development. At this level, the products are consumed widely in
the market such that they have a brand identity, which forms the
company’s image.
4
Development Activities
Members of the marketing team are expected to develop
individual expertise to improve the whole team.
Development activities build the capabilities of team members
with the vision of strengthening goal attainment (Cosby, 2014).
There are several types of development activities that would be
used to improve performance of team members.
At each functional level of the development plan, these
development activities will take place.
Members of a team are assembled in a work team for their
individual expertise to benefit the group as a whole.
Nonetheless, the individual team members can undergo
development activities that boost their capability to serve the
group’s purpose. A team member who is engaged in
development activities is an improved asset to the group and the
organization as a whole. Therefore, development activities are
important to sharpen the skills of team members working at
different functional levels. Some of the relevant development
activities in the marketing context include; cross training,
formal training, matrix training, mentoring, position
enhancement, and special development assignments. Cross
training involves learning a new skill that is related to an
individual’s current responsibility to enhance job flexibility.
Formal training consists of taking lessons on one’s current

11. responsibility to sharpen skills in performing that particular
task. Matrix training is where team members form focus groups
that share information and expertise within a specific task force.
In mentoring, senior group members share their experience with
junior members to improve their decision-making capability.
Position enhancement is a development activity that enlarges an
individual’s responsibilities to modify the way they operate in
the task force. Special development assignments are career
specific learning activities that direct a team member to broaden
their knowledge. Providing team members with development
activities increases their skills, strengthens collaboration, and
expands an individual’s knowledge.
5
Communication Channels
Managing communication with group members and key
stakeholders is important to high team performance.
Success in a team project is based on the channels of
communication and how efficient they are in delivering the
intended message (Abudi, 2013).
Communication works best when it is two-way, the marketing
team will also need channels to receive feedback.
Effective communication ties the entire team’s effort and brings
the group closer to attaining set goals.
The issue of communication with stakeholders and group
members is vital for high performing teams to achieve set goals.
Identifying the right modes of communication and the preferred
time to send messages to each stakeholder determines the
success of project communication. The communication modes

12. and styles are important in the marketing discipline because the
recipients urgently need to know what the team has to offer.
Therefore, the team has to first understand what the product
development team has addressed through the product design.
For communication with group members, a continuous mode is
preferable to allow members to send feedback immediately.
One-on-one meetings, virtual meetings, and chat technology are
preferable means of communication within the marketing team.
Chat technology allows group members to continue engaging
each other on urgent matters concerning the team’s objectives.
When communicating with department heads in the
organization, email communication is preferable for formal
record keeping of conversations. Project newsletters and
interdepartmental meetings are also applicable in
communication within the organization. The customers are also
key stakeholders that the marketing team has to communicate
with from time-to-time. The company website and social media
handles is the best way to communicate with customers online.
The marketing team needs to also engage customers with
physical face-to-face conversations during marketing activities
and product promotion events.
6
References
Abudi, G. (2013). Managing communications effectively and
efficiently. Project Management Institute.
Cosby, D. M. (2014). Sustainability program leadership for
human resource development professionals: A competency
model. Journal of Organizational Culture, Communications and
Conflict, 18(2), 79.
La Rocca, A., Moscatelli, P., Perna, A., & Snehota, I. (2016).
Customer involvement in new product development in B2B: The
role of sales. Industrial Marketing Management, 58, 45-57.
Lagat, C., & Frankwick, G. L. (2017). Marketing capability,

13. marketing strategy implementation and performance in small
firms. Journal for Global Business Advancement, 10(3), 327-
345.