The document discusses the stages of group formation and types of teams. It describes the five stages of group formation as forming, storming, norming, performing, and adjourning. It also outlines four common types of teams - problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Problem-solving teams are assembled to resolve issues, self-managed teams are independent and self-directed, cross-functional teams combine specialized skills, and virtual teams use technology to collaborate across distances.

1. Stages Of Group Formation &
Types Of Teams

2.  Stages Of Group Formation
 Forming Stage
 Storming Stage
 Norming Stage
 Performing Stage
 Adjourning Stage

3.  Forming Stage
• In this stage groups are generally new groups that are
learning how to work together hence have high uncertainty
• Members tend to be tentative and polite and to have little
conflict
• Group need to identify their purpose, develop group
norms, identify group processes, define roles, build
relationships and trust
• Group usually need a strong leader who can help the team
go through its forming activities

4.  Storming Stage
• In this stage, group have moved past the early forming
stages and are now encountering some disagreements or
conflict. This is natural, but group need to find effective
ways to handle conflict before they can move on to the next
stage
• Members of this stage tend to exhibit increased conflict, less
conformity and “jockeying” for power
• Group need to learn how to resolve conflict; clarify their
roles, power, and structure; and build consensus through re-visiting
purpose
• Group need leaders and other team members who are
willing to identify issues and resolve conflict

5.  Norming Stage
• Group have successfully moved out of the storming stage
and are ready to move to a higher level of communication
and problem-solving
• Members of this stage demonstrate an improved ability to
complete tasks, solve problems, resolve conflict.
• Group of this stage need to learn to engage in more
sophisticated problem-solving and decision-making,
continue the use of effective strategies for conflict resolution
and take greater levels of responsibility for their roles
• In this stage, leaders become less directive, team members
feel empowered, and multiple leaders emerge

6.  Performing Stage
• In this stage, Groups are at the highest level of performance and can
process their strengths and weaknesses while accomplishing their
goals
• In this stage, the team takes a flexible approach to roles and structures
depending on the task at hand. The group is able to evaluate its
effectiveness and views conflict is viewed as an opportunity. Group
tend to be energetic, creative, and fun!
• Group need to hold high expectations for their performance. They
often use sub-groups as well as the large group for decision-making
and task completion. Group also recognize the need to ensure that all
members are in agreement with the role and purpose of sub-groups
• In this stage, it’s often difficult to identify the leader, because everyone
is sharing in leadership.

7.  Adjourning Stage
• If a group has fulfilled its goals and objectives, it will move
into the adjourning stage
• Organizational developments such as a restructuring can
also trigger movement into the adjourning stage
• It is also called as “Mourning stage” as group members may
feel a sense of loss and their motivation may decline when
the group's work comes to an end, therefore important to
recognize the group members for their accomplishments and
celebrate the group's overall success
• Group leaders and managers can alleviate these feelings
through appropriate plans for the transition.

8. Types Of Teams
• Problem-Solving Teams
• Self-management Teams
• Cross-functional Teams
• Virtual Teams

9.  Problem-Solving Teams
• A group of individuals assembled to work on a project that involves
resolving one or more issues that have already arisen or
to deal effectively with issues as they arise
• They are typically composed of 5 to 12 employees from the same
department who meet for a few hours each week to discuss ways of
improving quality, efficiency, and the work environment
• A problem solving team is formed for a limited time
frame incorporating staff from different organizational levels with
various relevant skill sets
• Organizations are relaying more and more on problem-solving teams to
help solve organizational problems

10.  Self-management Teams
• A self-directed team defines its own goals, while the self-management team is
independent and the team members are interdependent
• They generally compose of 10 to 15 people who take on the responsibilities of their
former supervisors, the responsibilities include:
• Collective control over the pace of work
• Determination of work assignments
• Organization of breaks
• Collective choice of inspection procedures used
• Self-managed teams do not manage conflicts well
• Fully self-managed teams select their own members, and the members evaluate
each other’s performance. As a result, supervisory positions take on decreased
importance and may even be eliminated

11. Cross-functional Teams
• A group of people with complementary skills who are chosen to achieve a
common goal and are mutually accountable for the team’s success
• Early stages of developing the team is long, as members learn to work with
diversity and complexity
• Cross-functional teams have developed due to rapid pace for new product
development, highly competitive markets, resizing and restructuring, new
technologies and globalization
• Cross-functional teams function in an integrated manner
• Allows access to combined intelligences
• Brings together specialized talents representing functional areas

12.  Virtual Team
• A virtual team is a group of geographically dispersed employees who
are assembled using a combination of telecommunication and
information technologies for the purpose of accomplishing an
organizational task
• Members may represent very diverse backgrounds
• Virtual teams are temporary
• Lends itself well to adaptability
• Shared leadership may be more effective due to member separation

13. Comparison Between Group & Team
Group Team
Purpose
Members think they are grouped
together for administrative purposes
only.
Members recognise their
independence and understand
both personal and team goals are
best accomplished with mutual
support.
Ownership
Members tend to focus on
themselves because they are not
sufficiently involved in planning the
unit's objectives.
Members feel a sense of
ownership for their jobs and unit,
because they are committed to
value based common goals that
they helped establish.
Creativity and
Contribution
Members are told what to do rather
than being asked what the best
approach would be.
Members contribute to the
organisation's success by applying
their unique talents, knowledge
and creativity to team objectives

14. Group Team
Trust
Members distrust the motives of
colleagues because they do not
understand the role of other
members.
Members work in a climate of
trust and are encouraged to
openly express ideas, opinions,
disagreements and feelings.
Questions are welcomed
Conflict
Resolution
Members find themselves in conflict
situations they do not know how to
resolve. Their supervisor/leader
may put off intervention until
serious damage is done, i.e. a crisis
situation
Members realise conflict is a
normal aspect of human
interaction but they view such
situations as an opportunity for
new ideas and creativity. They
work to resolve conflict quickly
and constructively.
Environment
Members tend to work in an
unstructured environment with
undetermined standards of
performance. Leaders do not walk
the talk and tend to lead from
behind a desk.
Members work in a structured
environment, they know what
boundaries exist and who has
final authority. The leader sets
agreed high standards of
performance and he/she is
respected via active, willing
participation.

15. HOPE YOU HAVE ENJOYED
THE PRESENTATION
THANK YOU