Team Development: Tuckman's Stages Of Team Management

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Definition
Team is a type of group, consisting of work group, consisting of two or more individuals, responsible for achieving a goals or objectives. According to Clutterbuck, “team” is a small number of people with complementary skills who are committed to a common purpose, performing goals, and approach, for which they hold themselves mutually accountable.
Another definition given by Katzenbach and Smith on team that “An effective team also consists of a small number of people with complementary skills who are committed to a common purpose, established performance goals, and approach that hold themselves mutually accountable.” Sinclair also defined a team as a distinctive class of group that is more task oriented than other groups and that
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It comes through five major different stages. Before the actual team is form it is only a collection of individual unit, or a part of a group. The member may not even know each other. However a team is developed with the systematic order of creating an effective team.
There are various stages in the team development, Tuckman identified five most important stages in the team formation. He believed that these stages were necessary and can’t be avoided in the team development in order to achieve the common goal and growth of the team. Tuckman’s stages of team development may not be the only means of the development, there are other ways of development too. Like Whheelan and Williams had also stated stages in the team development which may be characteristic into the following stages, structure, status hierarchy, roles, norms, leadership, cohesiveness, and conflict. Brown and Cregan also had identified various stages in the team development like, meaning and purpose; challenges, creativity, and options; unfolding, becoming, and interdependence; and summarizing, evaluating, and culminating. These stages play an important role in the achievement of the team’s goal and meeting its
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Self-managed team consist of ten to fifteen members who take the responsibilities of the former supervisors. These members are responsible for the control of works performance. They assign and supervise the overall work performance and also see to the inspection of the task. The members select their own members and evaluate each other’s performances. There is no specific individual or a leader to lead, every individuals are responsible for their personal performance.
In spite of its increasing importance there are some of drawbacks of the self-managed teams. In some organizations the results of the self-managed teams are not always pleasing, it causes disappointment. The research process sometimes are not very positive. In many cases the degree of absenteeism of the members are most likely to
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