Introduction
Successful team management is integral to teamwork efficiency and the organization’s output. Therefore, it is integral to establish management methods that consider the elements of group development, information-gathering techniques, types of teams, and ways to build team performance. Thus, the manager will only be able to monitor and tackle conflicts, assign tasks appropriately, gather feedback successfully, and sustain performance with the efficient and effective direction of the workgroup.
Five Stages of Group Development
Forming
The first aspect that the manager must consider is proper group development. Bruce Tuckman has outlined several fundamental phases of team development, such as forming, storming, norming, performing, and adjourning (Patterson, 2022). The first stage, known as the forming stage, is the time for the project management team to gather, learn more about one another, and discover all information regarding the project (Meese & Borkowski, 2021). Employees have a chance to discuss the project charter and their responsibilities.
Storming
The second stage, storming, is inescapable and frequently involves intra-group conflict and emotional response to the assignment (Webster, 2021). The team needs to receive direction and guidance from their leader to successfully navigate this level (Meese & Borkowski, 2021).
Norming
Then, the norming stage occurs when the project management team becomes more unified in pursuing its common objectives (Meese & Borkowski, 2021). As a result of increased mutual trust, the group produces more as a team. However, these are only some stages since the team’s management continues after completing the project.
Performing
The last two stages focus on the task execution and reflections of the team. For instance, the fourth stage, performing, helps the team to synergize and create knowledge (Agarwal, 2020). The supervisor still serves as the team’s and the stakeholders’ point of contact, ensuring essential decisions are made (Meese & Borkowski, 2021).
Adjourning
The final stage, adjourning, signifies the end of the project and the need for team connections to shift toward new opportunities (Meese & Borkowski, 2021). The project manager must then recognize the team’s accomplishments and set best practices for upcoming projects based on the most critical lessons from the finished one. As one can see, the stages of the project development do not start immediately with the task execution and stop immediately after the project is finished. Instead, the wise development of the team requires familiarization with the project and other team members and follow-up after the project is complete.
Data Collection Methods
The Five-Step Brainstorming Technique
There are plenty of information-gathering methods, and the first noteworthy one is the nominal group technique. With the following information set, this brainstorming technique employs nonverbal communication individually (Dwyer & Hopwood, 2019). A typical five-step process starts with a silent moment during which every team member alone writes down their thoughts (Meese & Borkowski, 2021). Then the second step is to collect each response (Meese & Borkowski, 2021).
Third, the group’s leader asks each participant to present one suggestion at a time before writing each one down in front of the entire group (Meese & Borkowski, 2021). The following step involves a collective discussion in which each suggestion on the list is examined and evaluated (Meese & Borkowski, 2021). Fifth, after identifying and ranking their ideas privately, members vote, which is recorded and reviewed, and the concept with the highest ranking is debated (Meese & Borkowski, 2021). This way, the managers provide confidentiality to each participant and can gather objective responses.
The Delphi Technique
Another method is called the Delphi technique, which aims to assist group members who may need more expertise to recognize that the knowledge they possess is required to produce and evaluate choices or alternatives. A group of specialists’ viewpoints is gathered and combined into a decision using this method through a series of written exchanges (Meese & Borkowski, 2021). A well-crafted letter outlining the issue and requesting input on potential solutions is sent to several experts. The person in charge gathers and compiles each expert’s comments and then sends them back to them for feedback and further solutions (Meese & Borkowski, 2021). A choice can be made if a consensus develops, but the procedure can be repeated until the agreement is reached. This approach can help gather information and build trust between employees and managers.
Traditional Work Team vs. Self-Managing Work Team
Traditional
One more aspect to consider when managing teams is that they can be traditional or self-managing. Work teams are ongoing workgroups that generate products or render operations (Meese & Borkowski, 2021). Managers often control most decisions regarding what takes place, how it is accomplished, and who performs it in traditional work teams.
Self-Managing
Another type of work team, referred to as “self-managing, autonomous, semiautonomous, self-directing, empowered,” is gaining popularity (Meese & Borkowski, 2021, p.338). Teams that self-manage make decisions, assign tasks, and decide how to do them without the assistance of managers (Meese & Borkowski, 2021, p.338). As a result, the decision regarding the type of work teams can be based on the extent of autonomy and decision-making process, which can simplify the operational process, lowering the likelihood of micromanaging.
Building Team Performance
Lastly, managers must consider several approaches that can significantly change employees’ attitudes to build team performance. For example, the foundation of team performance is open and clear communication (Meese & Borkowski, 2021). Then, making decisions is essential, and for a decision to be successful, everyone in the team needs to agree with it and use a consensus-building process to get there (Meese & Borkowski, 2021). This is the case of active engagement of stakeholders and balanced participation, which can help ensure that everyone is completely committed to the team’s initiatives.
Furthermore, the team has to appreciate diversity in experience, abilities, viewpoints, and talents while recognizing each member’s competence. Diversity in the context of teams goes beyond racial or gender diversity (Meese & Borkowski, 2021).
Finally, other crucial pillars of successful management rely on conflict and the environment. To successfully manage conflict, everyone on the team must feel free to express their opinions without fear of retaliation (Meese & Borkowski, 2021). Controlled disagreements in the team contribute to open discussion of ideas and the selection of shared objectives, almost like brainstorming (Meese & Borkowski, 2021). A climate of trust is necessary for an inviting setting to flourish. Thus, creating a welcoming environment for team members to interact is one strategy to build trust.
Conclusion
Hence, the manager can only monitor and address conflicts, assign tasks effectively, gather feedback successfully, and maintain performance with minding efficient and effective approaches to workgroup management. Bruce Tuckman has outlined several fundamental stages of team development, including forming, storming, norming, performing, and adjourning. The nominal group strategy and the Delphi method then help collect information.
Work teams are continuing teams in charge of producing goods or performing tasks. Groups that self-manage decide on their assigned tasks and how to complete them. Finally, approaches for building team performance are based on effective communication, conflict management, diversity, and a welcoming environment.
References
Agarwal, P. (2020). Leadership training. BlueRose Publishers.
Dwyer, J., & Hopwood, N. (2019). The business communication handbook. Cengage Learning Australia.
Meese, K. A., & Borkowski, N. (2021). Organizational behavior, theory, and design in health care (3rd ed.). Jones & Bartlett Learning.
Patterson, D. (2022). Strategic project management: Theory and practice for human resource professionals. Fanshawe College Pressbooks.
Webster, D. (2021). Creating adaptable teams: From the psychology of coaching to the practice of leaders. McGraw-Hill Education.