Htoo Wai Lin Aung

Diploma in Business & Management (DBM – 36)

Organization Behavior

Assignment 3

Team Formation and Positive Impacts of Team

Assessor

Tr. Kyi Pyar Myint Aung

 Table of Contents

Page
1. Introduction 1

2. Team 1

3. Types of Team 2

3.1 Functional Team 2

3.2 Cross-Functional Team 2

3.3 Self-Managing Team 3

3.4 Virtual Team 4

4. Team Formation 4

4.1 Five Stages of Tuckman Team Model 5

4.2 Four Stages of the Process of Team Formation Model 5

4.3 Five Phases of the Implementation Team Model 6

5. Benefits of Team for Organization 7

6. Conclusion 8

References
1. Introduction
Most organizations have significantly improving their effectiveness by using work
teams. The teams are made up of a few people who are competent in self-responsible people
to get a common purpose. The teams are made up of a few people who are competent in self-
responsible people to get a common purpose to improve performance goals and the process of
interactive. Teams are becoming more important in many industries because it helps respond
to problems and challenges. Working teams are not the answer to every situation or
organization, but the organizations can significantly improve the performance of the
company.
Teams do not work if the reward does not match the performance category. Over
time, the team builds the critical standards that have been agreed on the standard of the body's
behavior. Team members are valuable because they know what to expect. Studies are the
influence of norms on the behavior of work because of the restrictions on the daily behaviors
that allow the work to effectively operate jobs. Team norms are often associated with positive
outcomes such as stronger organizational commitment, more trust and management, and
stronger job and organizational satisfaction.

2. Team
A team becomes more than just a collection of people when a strong sense of mutual
commitment creates synergy, thus generating performance greater than the sum of the
performance of its individual members [1]. A team of facilities is a direction given in it.
There are both individual accountability and mutual accountability of leadership sections.
Teams are discussing. They are working on the decision and work together and measure their
performance by evaluating their collective action products.
When the teams grow up, the members may find it difficult to know each other, and
the team can break up to small groups. Subgroups sometimes argue and disagree weakening
overall team cohesion. As teams grow up, there are more opportunities to dominate minority.
The main cause of the conflict that is not intended to be rare resources, the conflict is
disagreement on the team's goals and priorities. Common causes of team conflict
disagreement, over team related issues and simple fatigue. Though most people view conflict
negatively, the key to dealing with team conflict is not avoiding it but rather making sure that
the team experiences the tight kind of conflict. Managers involved in an effective conflict
teams described their teammates as manipulative, secretive, burned-out and political.

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 Therefore, common goals encourage the reduction in conflict rather than the group's
purpose. Team goals also improve team performance. In fact, the team's goals are headed to a
lot higher society. The team must have empowered by controlling resources such as budgets,
workspaces, computers or whatever else they need to do their jobs.

3. Types of Team
Good teamwork is the spine of a successful business. No matter whether employees
are working from home or on-site, chances are that they are part of a team. Generally, the
team of people working together to achieve common goals is a group. Organizations depend
on the collaborative nature of many organizations to create successful ventures and outcomes.
They can distinguish between the organizations depending on the way of the organization's
actions. Operationally different teams can be categorized into four basic types.

1. Functional Team
2. Cross-Functional Team
3. Self-Managing Team
4. Virtual Team

3.1 Functional Team

Functional teams are permanent and include members of the same department with
different responsibilities. A manager is responsible for everything. This is the only normal
administration method found in most organizations. In all organizations, it is important to
prioritize the workforce culture. Communication and confidence are the basic resources. All
working members are heading towards the success of a common goal associated with the goal
of the organization. This team is generally constantly managed by a manager who led the
projects. Report all members of the team to the manager.

3.2 Cross-Functional Team

Cross functional teams are made up of persons from different departments. These
teams handle the specific tasks that require different inputs and skills. This may happen when
the teams need to work together to get the best results. Different personalities and views are

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needed, and it works in the advantage of all who have the ability to interact with the
interaction. The differences between each of the individuals entering different groups; It is
caused by changes in their skills and changing roles and responsibilities.
Making a decision is a difficult task. Members can vote on a decision or job under the
project manager. The challenge is for the project manager to lead a team that has the
authority to ensure that individual goals and awards are aligned with the organization's
overall goals.

3.3 Self-Managing Team

Generally, persons from self-managed teams are employees who work together to
work in same organization. There are no managers and leaders in self-managed teams. The
team is responsible for acting with own decisions. They distinguish themselves and work
together to solve the roles and responsibilities and put hope.
Members of their self-managed teams are the most powerful. Individuals put their
skills capacity to the table and add the overall capacity of the group. The members of their
self-managed team have become more space for progress and continuously updating their
skills.

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3.4 Virtual Team
Virtual teams work in different physical locations and are made up of technology and
coercions equipment to reach the common goals. Virtual teams will become more in the
future of the workplace because of the increasing staff looking at home opportunities. Virtual
teams are important to participate from the cultural perspective in the organization. The
opportunity to make a face-to-face video calling and provides opportunities to communicate
with the team in a personal relationship level.

Virtual teams are the future of the business world. People are on the lookout for work-
from-home opportunities owing to the work-life balance it offers. The virtual teams formed
due to the result of a distant work.

4. Team Formation
Team formation begins with an understanding about how individual people work
alone and together. Individual team members have to know themselves well enough to
articulate how they will behave performing a task with others [2]. There are teams in every
workplace. Just as it is important to be a team in building an organization, that team must be a
pillar for an organization that is truly effective and productive. It is an important process to
bring together such a large number of teams to develop the organization as a whole.
Team is a matter of fact that working together is more successful. Therefore,
employee can work as a team to achieve greater efficiency when collaborating in individual
workplaces. The development of a team has also become an important part.
According to Synergy Theory, a theory about teamwork, 1 + 1> 2 is more efficient
than two people working together rather than individually. But that team needs to be really
effective. A Burmese proverb that there are only two of them, but splitting into three groups
will not make a successful team. To build a good organization, employee needs to be able to
take the necessary steps in terms of team formation and develop the organization.
This will lead to a successful team formation. There is also successful team formation
models used in the workplace. The three main team formation models are as follows:

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 1. Five Stages of Tuckman Team Model
2. Four Stages of the Process of Team Formation Model
3. Five Phases of the Implementation Team Model

4.1 Five Stages of Tuckman Team Model

These stages are commonly known as: Forming, Storming, Norming, Performing, and
Adjourning. Tuckman's model explains that as the team develops maturity and ability,
relationships establish, and leadership style changes to more collaborative or shared
leadership [2]. Tuckman's model is especially helpful in training group workers. As a result,
the teams can fully meet their full. Tuckman's model is obvious. Teams recognize the fact
that full formation and not working. Tuckman’s model has five key stages:

 Forming: The initial forming stage is the process for gathering the organization's
structure. The team meets opportunities and challenges and learns, then agrees to
goals and starts the work. Each member must give up the comfort of non-threatening
content and risk the potential for conflict.
 Storming: People start to see themselves as part of a team. At this stage, however,
they can challenge how to work with the things they are working on. It can lead to
loss of some performance or focus on work.
 Norming: At this stage, members are creating new ways to co-exist with new
methods. As the team progressed, a colleague, who was responsible for leadership,
was converted to leadership.
 Performing: True interpretation is the standard of this stage of the team
development. The team is flexible as individuals adapt to meet the needs of other
team members. This is a very rewarding level, including the professional level.
 Adjourning: At this stage, members are usually involved in the formation of the
association. While the team continues to work hard, they need time to manage the
feelings of the transition and the transition period.

4.2 Four Stages of the Process of Team Formation Model

Groups are not static but dynamic in nature. They develop through a four-stage
process comprising of (a) mutual acceptance, (b) communication and decision-making, (c)
motivation and work accomplishment and (d) control and organization [4]. Although each of
these four steps is specified separately, it makes it difficult to find out when the activities at
these steps begin to find another step.

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  Mutual Acceptance: Mutual acceptance stage of group
development is characterized by making acquaintances with each other, sharing
information about each other, discussing subjects to know each other’ ideas,
opinions, views and attitudes.
 Communication and Decision-Making: At this stage, members integrate their
feelings with more open ways and discussions. Members agree to the roles of the
group's goals and the members of the team.
 Motivation and Work Accomplishment: At this stage, the team's focus shifts from
personal concerns and perspectives to activities that benefit the team. At this stage,
the motivation of the members was quite high.
 Control and Organization: In its final stages of development, a
group matures, effective, efficient and productive unit. The team has successfully
worked through necessary interpersonal, task, and authority issues.

4.3 Five Phases of the Implementation Team Model

Organizational structure to a team-based structure is a major organizational change
and calls for a complete cultural change for the organization. Typically, the organization is
hierarchically designed to provide clear direction and control. However many organizations
need to be able to react quickly to dynamic environment [5]. The process is shown here with
five phases.

 Start-Up: Teams have chosen the members to work for success

and prepare to work for teams.
 Reality & Unrest: Members and managers present an opposition to
frustration about the suspension of the new situation.
 Leader-Centered Teams: Teams are typically longing for a system that is similar
to manager-centered structure.
 Tightly Formed Teams: The team was so tightly organized that their internal
focus could hinder other teams and the organization as a whole.
 Self-Managing Teams: Mature teams meet and exceed their performance goal.
Members are responsible for the leadership activities related to the team.

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5. Benefits of Team for Organization
The benefits of teamwork include increased efficiency, the ability to focus different
minds on the same problem and mutual support. The benefits of teamwork apply across all
industries – some jobs simply cannot be done alone, whilst others will be enhanced by the
efforts of more people. Individuals all have their own strengths, their own skills and their
own ideas to bring to the table and, when they work together as a team, will create something
far more powerful than anything that is turned out by one single person [6]. Below, there are
10 most important benefits of teamwork in the organization.

 Productivity Boost: Workload has improved the faster and more

efficient productivity when the members of the group are allocated to the advantages
and skills of individual members.
 Promotes Innovation: Working in a group means doing more
creative. It means to transfer the ideas to each other and create innovative and
practical solutions for problems.
 Improves Morale: When a task is shared by a team, teamwork
gives members a sense of accomplishment when the task is completed.
 Support Network: In difficult times facing any task, team members
will rely on each other for support and guidance.
 Establishes Strong Relationships: Construction of strong relationships with
colleagues helps the members to communicate more effectively.
 Increases Skills and Knowledge: Members also focus on information sharing and
increased knowledge and skills to all members.
 Develops Leadership Qualities: All members will encourage their leader to raise
and reinforce their leadership qualities from time to time.
 Facilitates Career Progress: Working as part of a team improves the career
of employees.

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  Expands Professional Network: Collaborated allies can lead to greater and better
opportunities in the future.
 Improves Service: The benefits of teamwork are not limited to the
workplace. It improves the service to customers.

In our organization, the things learned from our individual experiences are completely
different from our colleagues. Therefore, teamwork enhances knowledge in the workplace
and helps us to learn new skills that can be applied to our careers. Every time we see our
coworkers utilize a different approach in their work, so we have a chance to improve our
methods. Trusting our teammates also gives us the security we need to keep our ideas
flowing. Open communication is a key when working in a team and producing effective
solutions to difficult team projects. Even if we have no negative feedback to give, make sure
to hold regular opportunities to check-in. This way, we can provide advice on how we feel
our team members are progressing and could grow further.

6. Conclusion
Teamwork is useful for organizations as long as there is proper leadership and
guidance and proper training. Time is of the essence when teams are formed to work together
and to make appropriate decisions to achieve common goals set by the organization. Teams
can produce high performances, but they can have serious consequences if they are not
properly guided. Teams are available to assist organizations at all times to comply with the
competition and to show positive results.

References
[1]. https://www.iedunote.com/team
[2]. http://web.mit.edu/collaborationtbox/module3/team-formation.pdf
[3]. https://www.wcupa.edu/coral/tuckmanStagesGroupDelvelopment.aspx
[4]. https://www.shareyouressays.com/knowledge/4-phases-of-the-process-of-group-
development-in-organisations/102859
[5]. https://books.google.com.mm/books?
[6]. https://ciftraining.ie/2018/03/the-benefits-of-teamwork-in-the-workplace/