Betts And Healy (2015)

Forming Betts and Healy (2015) describe this stage as operating under clearly defined rules. However, not all team members immediately understand the rules. Thus, various team members must cooperate in explaining and assisting with the operation of the rules. And, when rules are broken, team members are not afraid to correct each other and fix the situation (Betts & Healy, 2015). Singapore Airlines heavily invest in training employees. Heracleous and Wirtz (2010) state new employees receive four months of training, twice as long as the average eight-week training offered by most aerospace companies. Moreover, cabin crews are trained to respond to nationalities differently. Plus, SIA spends $70 million annually on employees receiving an additional

The authors identify some of the self-imposed roles include problem solver, peacemaker, and leader. Arguing, impatience, and annoyance also epitomize during this stage (Betts & Healy, 2015). The storming stage is primarily absent in SIA and Singapore society based on expectations of hierarchy and harmony. Although some conflicts may arise between different divisions, the core team works together within the boundaries of established roles to achieve common goals. A society operating under Confucian beliefs rarely experiences open conflict between individuals (Jia et al., 2005).

Norming

This is the most constructive phase. Participants work together to improve methods and skills for achieving the common goal (Betts & Healy, 2015). During the norming stage, participant emotions remain positive and team identity emerges through cohesiveness. Thus, the atmosphere is one of togetherness rather than competitiveness (Betts & Healy,

The feeling of success prompts team pride and further seals the team’s identity. This is the stage where the results of hard work can be enjoyed and shown externally. Successful performance is critical to SIA’s existence. In order to encourage high-level employee performance, SIA offers an incentive plan. Every employee has the opportunity to earn a bonus worth up to 50% of his or her base salary based on the organization’s profitability (Heracleous & Wirtz, 2010). This is just one illustration demonstrating reward associated with teamwork, prompting employees to work hard in achieving organizational goals, while providing motivation for rewards to be enjoyed as a result of the hard work.

Adjourning

The final phase, adjourning, was added in later years to the original four stages. In this stage, the outcome varies depending on the team’s relationship. In the case of a team that will be disbanded, team dissolution may foster strong emotions of sadness or anxiety (Betts & Healy, 2015). However, if the team will remain in contact, this stage may just signal the beginning of another phase the team will pursue