Phases of team creation: Difference between revisions

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{{infobox4
|list1=
<ul>
<li>[[Harrington Emerson]]</li>
<li>[[Competency modeling]]</li>
<li>[[Project]]</li>
<li>[[Hersey and Blanchard model]]</li>
<li>[[Job scope]]</li>
<li>[[Management styles]]</li>
<li>[[Job analysis]]</li>
<li>[[Organizational culture and project management]]</li>
<li>[[Nomination Committee]]</li>
</ul>
}}
'''Phases of team creation''' are steps undertaken by managers before introducing [[teamwork]] within [[organization]]. The following seven steps scheme serves as the tool for the manager who intends to build a team.
'''Phases of team creation''' are steps undertaken by managers before introducing [[teamwork]] within [[organization]]. The following seven steps scheme serves as the tool for the manager who intends to build a team.


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==7. Select the leader (leaders)==
==7. Select the leader (leaders)==
Effective [[action]] requires a leader who will coordinate the work, delegate tasks, solve conflicts and provide information. The role of a leader, like any role in the team, should fall to the right person - having characteristics that contribute to the rapid integration of the group. The leader may be appointed or determined naturally.
Effective [[action]] requires a leader who will coordinate the work, delegate tasks, solve conflicts and provide information. The role of a leader, like any role in the team, should fall to the right person - having characteristics that contribute to the rapid integration of the group. The leader may be appointed or determined naturally.
==Examples of Phases of team creation==
* '''Step 1''': Define the team mission. This is the first and foremost step which involves understanding the purpose of the team and determining specific goals. A manager can do this by having a [[brainstorming]] session with the members and understanding their individual goals, then consolidating those to define a team mission. For instance, a manager of an educational institute can engage the faculty members in a session to devise a mission for the institute that focuses on providing [[quality]] [[education]] and creating a stimulating learning [[environment]] for students.
* '''Step 2''': Establish [[team roles]] and responsibilities. This step involves determining the roles and responsibilities of each team member, so as to create a uniform system. This can be done by assessing the individual strengths and weaknesses of the team members and assigning them tasks accordingly. For example, a manager of a sports team can assign different roles to the members such as captain, coach and assistant coach, and each member will be responsible for carrying out their respective tasks.
* '''Step 3''': Develop team norms. This step involves creating a set of rules and expectations that govern the [[behavior]] of the team members. This helps in setting the tone for the team's functioning and ensures that everyone is on the same page. For example, a manager of a [[project team]] can set certain norms such as punctuality, cooperation and respect for team members, which will help foster a healthy [[work environment]].
* '''Step 4''': Create a team-building [[plan]]. This step involves developing a plan that helps the team members [[bond]] and get to know each other better. This plan should be crafted in such a way that each team member can contribute and engage with the others. For example, a manager of a corporate team can create a plan that involves team lunches, team outings, and team-building exercises.
* '''Step 5''': Build trust and [[communication]]. This step involves creating an environment of trust and open communication amongst the team members. This can be done by encouraging active listening and providing constructive feedback to each other. For example, a manager of an online team can conduct regular meetings wherein each member can express their views and share their experiences.
* '''Step 6''': Promote collaboration. This step involves encouraging the team members to work together in order to achieve the mission. This can be done by creating a supportive environment wherein each member can contribute their ideas and work together. For example, a manager of a [[marketing]] team can encourage the members to brainstorm ideas and come up with innovative solutions to their problem.
* '''Step 7''': Monitor performance. This is the last step which involves monitoring the progress of the team and providing feedback. This helps the team to stay on track and reach their goals. For example, a manager of a research team can monitor the team's performance by regularly checking in on the progress and offering feedback to the members.


==Advantages of Phases of team creation==
==Advantages of Phases of team creation==
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* Second, it helps to set clear goals for the team. This step is essential for successful team building, as it sets the direction for the team and helps to avoid misunderstandings.
* Second, it helps to set clear goals for the team. This step is essential for successful team building, as it sets the direction for the team and helps to avoid misunderstandings.
* Third, it helps to create a unified team spirit and ensure team members are motivated and committed to achieving the team's goal.
* Third, it helps to create a unified team spirit and ensure team members are motivated and committed to achieving the team's goal.
* Fourth, it helps to establish a system of communication and coordination among team members. This is an essential part of any successful team, as it allows members to collaborate more effectively.
* Fourth, it helps to establish a system of [[communication]] and coordination among team members. This is an essential part of any successful team, as it allows members to collaborate more effectively.
* Fifth, it provides the manager with the opportunity to identify potential conflicts and address them before they escalate.  
* Fifth, it provides the manager with the opportunity to identify potential conflicts and address them before they escalate.  
* Sixth, it helps to create a sense of responsibility among team members, so they can work together towards a common goal.  
* Sixth, it helps to create a [[sense of responsibility]] among team members, so they can work together towards a common goal.  
* Finally, it enables the manager to measure the team's progress and identify areas of improvement. This can help the team reach their goals in a more efficient and effective way.
* Finally, it enables the manager to measure the team's progress and identify areas of improvement. This can help the team reach their goals in a more efficient and effective way.


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* The Phases of team creation require a significant amount of resources, such as time and [[money]], which may not be available to the organization.
* The Phases of team creation require a significant amount of resources, such as time and [[money]], which may not be available to the organization.
* The Phases of team creation are not suitable for all types of teams. For example, virtual teams or teams with a large number of members may require a different set of steps.
* The Phases of team creation are not suitable for all types of teams. For example, virtual teams or teams with a large number of members may require a different set of steps.
* The Phases of team creation require a high level of commitment from both the manager and the team members. Without this level of commitment, the team is likely to fail.
* The Phases of team creation require a high [[level of commitment]] from both the manager and the team members. Without this level of commitment, the team is likely to fail.


==Other approaches related to Phases of team creation==
==Other approaches related to Phases of team creation==
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* The Five-Stage Team Development Model, which is a more detailed approach that includes the stages of forming, storming, norming, performing and adjourning. This model focuses on the dynamics of the team and its development over time.
* The Five-Stage Team Development Model, which is a more detailed approach that includes the stages of forming, storming, norming, performing and adjourning. This model focuses on the dynamics of the team and its development over time.
* The Belbin Team Role Model, which assigns roles to members based on their individual skills, strengths and weaknesses. This model also works with teams in order to maximize the team's effectiveness.
* The Belbin Team Role Model, which assigns roles to members based on their individual skills, strengths and weaknesses. This model also works with teams in order to maximize the team's effectiveness.
* The High-Performance Team Model which focuses on communication and problem-solving skills, as well as collaboration and trust amongst members. This model is designed to help teams reach their goals and objectives.
* The High-Performance Team Model which focuses on communication and problem-solving skills, as well as collaboration and trust amongst members. This model is designed to help teams reach their [[goals and objectives]].


These are just a few of the many approaches to team creation. Each approach has advantages and disadvantages and should be evaluated carefully to determine which best fits the team's needs. In summary, the seven-step model is a popular and effective approach to team creation, but there are other approaches to consider depending on the team's needs.
These are just a few of the many approaches to team creation. Each approach has advantages and disadvantages and should be evaluated carefully to determine which best fits the team's needs. In summary, the seven-step model is a popular and effective approach to team creation, but there are other approaches to consider depending on the team's needs.
{{infobox5|list1={{i5link|a=[[Competency modeling]]}} &mdash; {{i5link|a=[[Management by objectives]]}} &mdash; {{i5link|a=[[Management styles]]}} &mdash; {{i5link|a=[[Merit rating]]}} &mdash; {{i5link|a=[[Organizational culture and project management]]}} &mdash; {{i5link|a=[[Belbin team roles]]}} &mdash; {{i5link|a=[[Appraisal method]]}} &mdash; {{i5link|a=[[Management by objectives steps]]}} &mdash; {{i5link|a=[[Adaptation process]]}} }}


==References==
==References==
* Cohen, P. R., & Levesque, H. J. (1991). ''Teamwork''. Nous, 25(4), 487-512.
* Cohen, P. R., & Levesque, H. J. (1991). ''Teamwork''. Nous, 25(4), 487-512.
* Larson, C. E., & LaFasto, F. M. (1989). ''Teamwork: What must go right/what can go wrong'' (Vol. 10). Sage.
* Larson, C. E., & LaFasto, F. M. (1989). ''Teamwork: What must go right/what can go wrong'' (Vol. 10). Sage.
* Salas, E., Sims, D. E., & Burke, C. S. (2005). ''[http://www.uio.no/studier/emner/matnat/ifi/INF5181/h14/artikler-teamarbeid/salas_etal_2005_is_there_a_big_five_in_teamwork---copy.pdf Is there a “Big Five” in teamwork?]''. Small group research, 36(5), 555-599.
* Salas, E., Sims, D. E., & Burke, C. S. (2005). ''[http://www.uio.no/studier/emner/matnat/ifi/INF5181/h14/artikler-teamarbeid/salas_etal_2005_is_there_a_big_five_in_teamwork---copy.pdf Is there a "Big Five" in teamwork?]''. Small group research, 36(5), 555-599.
* Tambe, M. (1997). ''Towards flexible teamwork''. Journal of [[artificial intelligence]] research, 83-124.
* Tambe, M. (1997). ''Towards flexible teamwork''. Journal of [[artificial intelligence]] research, 83-124.
[[Category:Group work]]
[[Category:Group work]]
[[pl:Etapy tworzenia zespołu]]
[[pl:Etapy tworzenia zespołu]]

Latest revision as of 03:10, 18 November 2023

Phases of team creation are steps undertaken by managers before introducing teamwork within organization. The following seven steps scheme serves as the tool for the manager who intends to build a team.

1. Define goals

The basis is the definition of what the company wants to obtain by creating a team, what are the specific expectations, what are the priorities. It is necessary to clearly articulate and record goals for team to achieve.

2. Identify resources

You should consider whether you have the people, capital, infrastructure, time and information on the necessary level; and ways of obtaining scarce resources.

3. Specify procedures for team work

Do business team is to be continuous or temporary? Do teamwork is the only or additional occupation for the people that make up the team? What are the challenges facing the team, and where to start? How far the team can intervene in the work of the company?

4. Specify the methods of motivation

You should develop a system of rewards provided for employees for specific performance of the team - remembering that all members should be rewarded and that participation in a team can never be treated as punishment (for example: work outside the normative working time, giving additional responsibilities, etc.).

5. Determine ways to assess the performance of the team

First of all, you should develop a system of evaluation and inform team members of applicable criteria prior to the start of the work. Evaluation of the effects of actions of the group and individual is an extremely difficult task, so it must be very specifically prepared and tested before introduction.

6. Select members of the team

Group members can not be accidental, involuntary and enforced through the existing employment structure. Criteria for the selection of members shall flow from the tasks assigned, personal suitability and their competence.

7. Select the leader (leaders)

Effective action requires a leader who will coordinate the work, delegate tasks, solve conflicts and provide information. The role of a leader, like any role in the team, should fall to the right person - having characteristics that contribute to the rapid integration of the group. The leader may be appointed or determined naturally.

Advantages of Phases of team creation

The Phases of team creation provide a useful tool for managers to build a team. The following advantages of this scheme can be identified:

  • First, it allows the manager to assess the team’s readiness for the task. For instance, the manager can evaluate the members’ skills and determine if they are suitable for the job.
  • Second, it helps to set clear goals for the team. This step is essential for successful team building, as it sets the direction for the team and helps to avoid misunderstandings.
  • Third, it helps to create a unified team spirit and ensure team members are motivated and committed to achieving the team's goal.
  • Fourth, it helps to establish a system of communication and coordination among team members. This is an essential part of any successful team, as it allows members to collaborate more effectively.
  • Fifth, it provides the manager with the opportunity to identify potential conflicts and address them before they escalate.
  • Sixth, it helps to create a sense of responsibility among team members, so they can work together towards a common goal.
  • Finally, it enables the manager to measure the team's progress and identify areas of improvement. This can help the team reach their goals in a more efficient and effective way.

Limitations of Phases of team creation

The following are the limitations of Phases of team creation:

  • Not every team needs to go through all the phases of team creation. Depending on the team's purpose, a manager can choose to omit certain phases or alter existing phases to better suit the team's goals.
  • It's important to understand that the Phases of team creation are not a one-time process. Teams should be evaluated and monitored regularly to ensure that the team is functioning optimally.
  • It is difficult to measure the progress of a team during the Phases of team creation. This means that the manager may not be able to accurately gauge the team's progress and its chances of success.
  • The Phases of team creation require a significant amount of resources, such as time and money, which may not be available to the organization.
  • The Phases of team creation are not suitable for all types of teams. For example, virtual teams or teams with a large number of members may require a different set of steps.
  • The Phases of team creation require a high level of commitment from both the manager and the team members. Without this level of commitment, the team is likely to fail.

Other approaches related to Phases of team creation

One of the most common models for team creation is the seven-step system. However, there are other approaches to consider when building teams. These include:

  • The Tuckman Model which is based on four stages: forming, storming, norming and performing. The idea behind this approach is that team members go through each of these stages in order to reach their full potential.
  • The Five-Stage Team Development Model, which is a more detailed approach that includes the stages of forming, storming, norming, performing and adjourning. This model focuses on the dynamics of the team and its development over time.
  • The Belbin Team Role Model, which assigns roles to members based on their individual skills, strengths and weaknesses. This model also works with teams in order to maximize the team's effectiveness.
  • The High-Performance Team Model which focuses on communication and problem-solving skills, as well as collaboration and trust amongst members. This model is designed to help teams reach their goals and objectives.

These are just a few of the many approaches to team creation. Each approach has advantages and disadvantages and should be evaluated carefully to determine which best fits the team's needs. In summary, the seven-step model is a popular and effective approach to team creation, but there are other approaches to consider depending on the team's needs.


Phases of team creation — recommended articles
Competency modeling — Management by objectives — Management styles — Merit rating — Organizational culture and project management — Belbin team roles — Appraisal method — Management by objectives steps — Adaptation process

References

  • Cohen, P. R., & Levesque, H. J. (1991). Teamwork. Nous, 25(4), 487-512.
  • Larson, C. E., & LaFasto, F. M. (1989). Teamwork: What must go right/what can go wrong (Vol. 10). Sage.
  • Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a "Big Five" in teamwork?. Small group research, 36(5), 555-599.
  • Tambe, M. (1997). Towards flexible teamwork. Journal of artificial intelligence research, 83-124.
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