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The Importance of Team Work

Being part of a team is part of everyones life. You are a member of a family, an extension staff team, a member of a church, a school or a community teams. As a result we will discuss the importance of forming, organizing and commanding teams and team members supported by the theory of Dr Bruce Tuckman, which is an explanation of team development and behaviour. It will then be followed by personal analysis, experiences and examples.

Together Everyone Achieves More (TEAM)


Forming, organizing, and commanding teams and team members are decisive functions for contemporaries managers, it is clear that the most accurate word that defines and includes those different stages is teamwork. Furthermore the best definition for it is the collective decision making progresses that lead to goal oriented relationships formed between all participants. Generally, what is essential for teams is the integration of work from people involved within the process of collecting ideas and solutions in order to tackle the problem. Usually, a team who do not get things done is just a group of people and contrariwise a group of people who get things done and harmoniously is a team. Understanding, sharing, motivating is all part of a team environment. A team is like a family, closed friends but a group is just individuals who get together for the sake of being together. However not every situation require teams; it depends on the project that need to be done. Teamwork is one of the most important organizations in order to work well and is also one of the general and common actions in my personal life. There is no point working exceptionally well individually but not in a team (well, excluding maybe salesman, artist, performers. and so on). Moreover a successful leader will be able to develop teamwork which is one of the ideas that I will mention in this essay. Nevertheless I will not go into the difference between what is a team leader and what is a traditional leader. Rather I will focus

on the process of forming, organizing and commanding teams and team members. Why? There are many theories, models and examples which contain different advantages and disadvantages; in addition we would not be able to say that one is better than the other. It is comprehensible that teams require specific features, that is one of the reasons why I would like to consider the list of the unique characteristics of an effective management team developed by Douglas McGregors which includes: 1) Understanding, mutual agreement, and identification with respect to the primary task 2) Open communications 3) Mutual trust 4) Mutual support 5) Management of human differences leading to group synergy 6) Selective use of the team 7) Appropriate member skills 8) Leadership: Managing and integrating the other 7 characteristics. In my opinion all this process start in the mutual agreement and understanding of the objectives, if individuals do not have the proper understanding and identification of the goals, then their productivity is compromised. First of all I would like to bring a briefly discussion of the Forming Storming Norming Performing theory developed by Dr Bruce Tuckman, which is an explanation of team development and behaviour. Initially it goes trough a Forming stage in which members are positive, motivated and polite. Some members are anxious, because they have not yet worked out exactly what work the team will be involved into. Others are simply excited about the task ahead. At this stage the leader plays a dominant position. Soon reality sets in and the team moves into a Storming phase. At this point the authority may be challenged as some are still looking for their roles and position within the team to be clarified. Then the way of working starts to be defined, and as a leader one must be aware that some members may feel overwhelmed by how much there is to do, or uncomfortable with the approach being used. Others may react by questioning how valuable the goal of the team is and may resist taking on tasks: at this stage, many teams fail. Then the team moves out of the Storming phase they will enter the Norming phase. This tends to be a

Posted by vknov21(student), on 21/3/13

this is the correct sequence for the essay Posted by vknov21(student), on 21/3/13

I need the answer with reference to Patol Babu, making of film....many ppl take part.....teamwork Posted by Lovely.ashijain(student), on 21/3/13

The ability to work well with a team is very important for the success of any organization whether a business, a board, a classroom, or a not for profit. In all of these situations teamwork is an essential component to thriving. Teamwork is not always noticeable, but there is always some form of teamwork in everything we do. Encouraging effective teamwork is essential to superior outcomes. The give and take of a team environment encourages innovative solutions to common problems. Teams that thrive recognize the fact that members possess different skills and bring diverse perspectives to each situation and respect that this is a good thing. Members are encouraged to speak, express thoughts, and brainstorm freely to realize the organizations goals without fear of reprisals. Thriving in teams does not come easy. Individual differences must be addressed that cause dysfunction in the team. It is imperative for the owner of the business and members of the team to recognize when they need work toward being able to communicate effectively with respect. Viewing things differently is essential to produce innovation and excellence from teams, but only in the context of contribution to goals with no personal attacks. Depending upon the member 's role, leader or member, there are ways to ensure effective teamwork. Leaders-- Business owner, boss, teacher, president, executive Listen, motivate, and communicate appropriately, rather than demand, attack, and defend. Members -- Employees, staff, students, board members -- Speak up and listen, rather than defend, retreat, or acquiesce to unreasonable demands. These have no place in teamwork:

Blame Egotism Insensitivity Negativity Defensiveness Sensitivity Distrust Cynicism Disagreeableness Disruptiveness