In a vast organisation, working as a group can help in completion of more tasks and provide an advantage for the employees to gain knowledge about diverse population. As stated by Katzenbach and Smith (2015) the success of an organisation is usually based on the success of its teams. The delegation of tasks needs to be done based on the abilities of an individual as well as its capabilities. The application of group models and theories can help in understanding the manner in which teams can be developed and conflicts between members can be resolved. In this particular essay, the application of Tuckman’s model for the development of a team is described along with its various stages. The manner in which conflict can be negotiated with and the difference between work teams and work groups are provided for proper understanding of the formation of a team and its effectiveness in an organisation.
The application of Tuckman’s theory for the development of groups can help in understanding the stages involved in a group formation. As observed by Bush, LePine and Newton (2017) the formation of a group can help in the collaboration between people and can provide assistance in the proper understanding of the manner in which capabilities of a group can be used for its advantage. The application of Tuckman’s group dynamics can help in the systematic formation of a group and ensure that the objectives and aims of an organisation are achieved by the proper application of the talents of the individuals. As described by Söderhjelm et al. (2015) Tuckman’s model consists of five stages such as forming, storming, norming, performing and adjourning that help in effective collaboration and development of a team for organisational success and benefit. The application of the steps can help in the reduction of conflicts among the members.
At the initial stages, Tuckman states that formation of a team need to be done based on individuals of varied cultures as well as expertise. According to Schmidt-Wilk (2014), this can help in providing a sense of diversity among the team members and ensure that the members gain proper experience. However, there may be conflict of interests about the tasks that are being delegated and matters related to collaboration with one another. Based on the application of Tuckman’s model this particular stage is the storming stage, which paves way for norming as in this stage, every difference is resolved and individuals work together for success (O’Mara 2018). The performance of the team provides an idea about the manner in which the members have used their potential and the level of trust and coordination shown between one another. At the final stage, the team is adjourned and leaders may seek the assistance and develop new members in the team.
In the group, that I was a part of the application of Tuckman’s group model helped it to become successful in the organisation. At the formation stage, the group had recruited people that had knowledge and experience of various aspects and thus, the storming stage highlighted the problems of delegating tasks. In compassion to the Tuckman’s model, this particular stage needed to be solved with proper mitigation techniques such as motivation of the employees before progressing to the stage of norming. At this stage, every team member had a fair idea about the tasks and the application helped it to perform well for the success of the team. Another contrast with the Tuckman’s model is that the team was not adjourned after its success in the completion of the project. Therefore, it can be said that the team had managed to churn out the competence of the members and make it successful in the organisation.
Carmeli, Dutton and Hardin (2015) are of the opinion that group conflicts usually occur at the development stages of a group. The storming of a group usually occurs due to lack of agreement among one another or lack of trust. In this regard, it can be said that conflict can occur on two fronts such as the interpersonal conflict between people as well as the intrapersonal conflicts. As observed by Schecter et al. (2014) the interpersonal conflict mainly occurs between two individuals that are from different cultures or society. Leaders can usually detect this type of conflict. The intrapersonal conflict is more of a psychological conflict that involves reluctance in trusting and establishing personal relationships with team members. In the group, that I was involved, both the types of conflicts existed and the leader had to take innovative steps to solve it. Engaging the team in sporting activities or taking the team for an outing helped in solving the issues.
Group decision making is another important aspect that need to be considered. As stated by Reiter-Palmon et al. (2017) group decision-making helps in involving every team member for the success of an organisation. The interest of every team member is taken into consideration and it is important that the decisions be made as a group for the betterment of the individuals. In this regard, it can be said that the positive side of group decisions is that every member get to apply the skills and knowledge known to them for the success of the team. However, Levi (2015) is of the opinion that group decision making can be a slow process as it involves taking the opinion of every team member individually. At the same time, de-motivation of employees may also take place if the ideas suggested are not taken into consideration. In order to ensure that the group decision-making process is applied successfully, the team, which I had been involved with, applied a group session so that easier application of the group decision can be applied.
Work team and work groups are different from one another in terms of types of leadership method applied and the manner in which conflict is resolved. As stated by Gilson et al. (2015) leadership in a work team plays a supporting role for the development of a team. On the other hand, in a work group, the leaders take the decisions related to team and control it. Hence, it can be said that decision-making process is limited to the opinion of leadersi in a work group, whereas in a work team the decisions are taken in a group so that every team member can remain motivated while working. As stated by Carmeli, Dutton and Hardin (2015) the conflict negotiation tactic in a wok team involves the support from the leaders so that both parties can be provided with an appropriate solution. On the other hand, in a work group fellow team members usually solve the conflicts. In my opinion, I would prefer being involved in a work team rather than a work group as the support from the leaders is very important for the development of a successful team.
Conclusion:
Therefore, it can be said that groups and teams form an essential part of success of an organisation. The support from the leaders as well as the group members is required for the success of a team and it is important that any type of conflict be solved using appropriate techniques. The application of Tuckman’s group dynamics can help in a systematic development of a team and ensure that every member are provided with an opportunity to be involved in the decision making process. The involvement of a work team is comparatively preferred over a work group mainly due to the support of the leaders.
Reference:
Bush, J. T., LePine, J. A., & Newton, D. W. (2017). Teams in transition: An integrative review and synthesis of research on team task transitions and propositions for future research. Human Resource Management Review.
Carmeli, A., Dutton, J. E., & Hardin, A. E. (2015). Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams. Human Relations, 68(6), 1021-1047.
Gilson, L. L., Maynard, M. T., Jones Young, N. C., Vartiainen, M., & Hakonen, M. (2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5), 1313-1337.
Katzenbach, J. R., & Smith, D. K. (2015). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.
Levi, D. (2015). Group dynamics for teams. Sage Publications.
O’Mara, S. (2018). Working in Groups and Teams: Group Deliberations. In A Brain for Business–A Brain for Life (pp. 93-105). Palgrave Macmillan, Cham.
Reiter-Palmon, R., Sinha, T., Gevers, J., Odobez, J. M., & Volpe, G. (2017). Theories and models of teams and groups. Small Group Research, 48(5), 544-567.
Schecter, A., Leenders, R. T., DeChurch, L. A., & Contractor, N. (2014). The Signatures of Success in Teams & Multliteam Systems. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 16509). Briarcliff Manor, NY 10510: Academy of Management.
Schmidt-Wilk, J. (2014). Fritz Roethlisberger Memorial Award Goes to “Groups Meet… Teams Improve: Building Teams That Learn”. Journal of Management Education, 38(4), 486-488.
Söderhjelm, T., Björklund, C., Sandahl, C., & Bolander-Laksov, K. (2018). Academic leadership: management of groups or leadership of teams? A multiple-case study on designing and implementing a team-based development programme for academic leadership. Studies in Higher Education, 43(2), 201-216.
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