A successful team is measured on three conditions. First, the task must be completed. Success is measured through the performance of tasks at hand. The products and outputs should be acceptable to customers, team members and management. Secondly the team must have good social relations (Millward, Banks & Riga, 2010, p. 68). They should communicate well with trust and understanding.Thirdly; a team must yield benefits to the individual as much as the organization. Leaders should direction for the team to operate efficiently. An individual’s social and interpersonal skills should be improved.
The team is not effective because only one of the members had the agenda in place. The people complained a lot on personal issues. Rosa complained about the mother in law moving in. She could not work overtime .Cheng complained that they he be transferred to different offices.
They mainly did not focus on the situation on hand. Most of them were in a hurry to go away from the meeting. One of the members left even before the meeting was concluded.Noone was willing to take the tasks at hand. Only Cheng had a copy of the agenda. Rosa and Simon did not know the agenda. Personalities were not considered.
Tuckman’s five stages of group formation. In which stages are the individuals are in?
Tuckman describes a number of stages which teams pass through before they are able to start operating. Stage one is forming. In this stage, behaviors of individuals rely on acceptance. They seek to avoid conflict and controversy through acceptance. People keep away from personal issues and put emphasis on work to be done. They make impressions as they gather information on one another.
Stage two is called storming. In his stage people are courteous only until critical issues get addressed. Conflicts may arise in this stage.
Stage three is called norming.Individuals understand each other. They know their specific roles and they have bonded together in the group. There is however no room for change as people fear it might disintegrate the group and make it revert back to stage one. To reach this stage entails a lot of hard work and members do not want to risk it all.
Stage four is called performing. In this stage the group is flexible and interdependent. People are familiar with each other and have developed a level of trust amongst them. Responsibilities and roles take on rotational ways without any conflicts as need arises. The group has an identity, members are loyal and highly motivated (Piccoli, Powell & Ives, 2004, p. 363). Tasks are done with dedication as all members are comfortable in their respective positions in the group.
Stage five is called adjourning. In this stage, there is disengagement and completion from tasks at hand as well as group members. They should be proud of the work they have done and move on.
The team in the video is in stage one. They are still learning about each other and seeking acceptance. The team is organizing itself on tasks to be done and who to perform the tasks.
In a group the roles are normally four.
Task roles include assigning tasks to all members after identifying which tasks will suit which party. Functional roles on the other hand help in achievement of goals through working interacting with each other beyond performance of tasks. Maintenance roles help the team strengthen and grow. They maintain and support group activities and its life in general. Lastly we have dysfunctional roles which are disruptive to improving team development and efficiency.Joe was the group leader. Simon, Cheng and Rosa were members.Cheng was considered the most energetic. Rosa complained that she could not commit time to the work load at hand.
Joe was assigned to assess the current hardware and software use in the six departments. He was undertaking basically all roles from functional, task and maintenance. He created the agenda and mailed it. He also ensured everyone was on a level ground even when they complained about the tasks ahead. He also took on one of the tasks and committed himself to performing it.
Cheng was assigned to deal with the learning curve for time lost for different solutions and changes in the software. He volunteered to put calls to other field officers and making reports and develop them in to streamlined reports. He performed the functional and task role.
Evaluation of the current market options in place and hardware base solutions was the third agenda. It entailed knowing what is out there and what is available. In general it dealt on account management and project management. It was delegated to Rosa. She was more dysfunctional through the whole meeting. She kept complaining and urging Joe to move on faster with the agenda yet she had no clue about it. Despite this she agreed to perform the task issued with help from the other members.
Simon left without being assigned a task. He rushed out of the meeting g to go to another one. He was also dysfunctional pointing out to Joe that since he is new he is not familiar with what goes on in the company. More so he did not stay long enough to be allocated a task.
The fourth agenda on evaluation of the workload in the six different offices and how to implement the software was not allocated to anyone.
Are these individuals a team or not?
The team members are not a team yet. The group leader is new. The members do not agree on the tasks at hand. They are not willing to focus on tasks at hand. They are not proactive.Efficiency, productivity and effectiveness is limited. They did not make conclusive tasks to work on when they meet again neither did they set a meeting time.
References
Millward, L, Banks, A. & Riga, K. (2010). Effective self-regulating teams: a generative psychological
approach. Team Performance Management, 16 (1/2), 50-73
Piccoli, G., Powell, A. & Ives, B. (2004). Virtual teams: team control structure, work processes, and team
effectiveness. Information Technology & People, 17 (4), 359 - 379
