Teamwork is when two or more people with different sets of skills but same interests and objective

work together to achieve the same goals. It is harder way of doing things, but it produces better results.

Teamwork can be extremely beneficial to organisation especially when there is a lot of work to be done
or it is complex and requires different set of abilities, skills, or knowledge. It encourages people to
collaborate and not compete with one another.

These days teamwork involves collaborative and equal effort from each member of team. Team
members generate initiatives, chart their own steps, and cooperate using thoughts and feelings. In the
past managers or team leader will direct other team members what to do.

When people work in teams, they have some personal benefits alongside professional benefits. They
develop psychological intimacy which gives rise to support and security. Through integrated involvement
they enjoy the tasks, feel valued, empowered, and influential.

Well functioning groups create relaxed and comfortable environment for everyone involved. They
understand tasks, actively participate, share ideas, reach conclusions with consensus, and document the
process and results carefully and professionally.

Group behaviour is affected by certain factors such as Norms of behaviour, standard set by a group,
group cohesion, social loafing that is inability of a member to contribute equally, and loss of individuality
in which a group member loses self awareness and hence self accountability.

Groups should be formed carefully.

According to Bennis and Sheppard development model three issues need to be addressed while forming
a group are: Firstly, Interpersonal issues that involves matters of trust, personal comfort and security,
Secondly task issues that are purpose, methods to achieve the purpose and expected outcomes and
Finally Authority issues, that is the distribution of power within a group.

Tuckman’s five stage model of group involvement has first stage called forming, in which there is little
agreement between the member and purpose is not clear. Second stage is storming in which group
members conflict of ideas which help to clear the purpose. Third stage is Norming in which clear roles
and responsibilities are established. Fourth stage is Performing, at this stage vision and purpose is clear
and focus is on goal achievement. Fifth stage is Adjourning when the task is completed.

Groups can be formal as well as informal. Formal groups are official groups gathered to perform various
tasks. While informal groups are unofficial groups that evolve in a work setting to meet a variety of
members needs not met in a formal setting.

Punctuated Equilibrium model suggests that teams work with alternate periods of slow progress and
bursts of energy when a lot of work get done.

Mature groups have clear purpose and mission and keep on modifying the mission through questions
and re-examinations. They have well understood standards of behaviour and productivity norms of
groups might be consistent or inconsistent with organisations productivity norms.

Mature groups have well understood behavioural norms and strong group cohesion. They have less
work-related tension, consistent productivity, and clear status structure within a group.
Team task and maintenance functions influence group functions. Team tasks are to initiate and
coordinate activities, evaluate effectiveness, diagnose problems, give and seek information, elaborate
concepts, test idea and summarize them. Maintenance tasks are to support others, test decisions,
gatekeep communication, reduce tension, follow others lead, set standards, test consensus, harmonize
conflicts and express members feelings.

Structural issues such as goals and objectives and process issues such as managing group behaviours
effect group effectiveness.

Virtual teams can pose process challenge and it is important to meet those challenges through getting to
one another better, identify and cultivate boundary standards, effective collaboration and frequent
communication.

Successful and usually self managed teams have culture of empowerment. There are some advantages
of teams having hierarchy of power and such teams are more successful when there is diversity in top
management.