STAGE 2: STORMING

STAGE 2:  STORMING

Storming occurs as group members experience conflict with one another as they locate and attempt to resolve differences of opinion. Storming is the second stage for formation of team. During the Storming stage team members involves the following activities:

v  Team members realize that the task is more difficult than they imagined;

v  Team members have fluctuations in attitude about chances of success;

v  It may be resistant to the task; and,

v  It is  involved having poor collaboration.

Storming Diagnosis is raising the following activities for formation of team:

v  Do we have common goals and objectives?

v  Do we agree on roles and responsibilities?

v  Do our task, communication, and decision systems work?

v  Do we have adequate interpersonal skills?

It involves the Negotiating Conflict in the following sense:

v  It Separate issues from problems and people in an organization.

v  It can be soft on people, hard on the problem.

v  It Look for underlying needs, goals of each party rather than specific work towards in an organization.

It addresses the problem with the following issues in an organization:

v  It State team members' views in clear non-judgmental language.

v  It Clarify the core issues in an organization.

v  It focuses to listen carefully to each person’s point of view.

v  It Check understanding by restating the core issues in an organization.

GROUP COHESIVENESS

GROUP COHESIVENESS

Cohesion to be task commitment and interpersonal attraction to the group. It brings group become unity and committed to work  to complete  goal. It  includes multidymanisal skills, emotional needs towards group attractions, group prides, and commitment of task. A formal definition of group cohesiveness is, " the resultant of all the forces acting on members to remain in the group." Attendance and punctuality are easy ways of measuring the cohesiveness of a group. 

Several benefits from group cohesiveness are effective communication among the group members, positive instructions to each other, its main task is to accomplish  tasks,  it results that the group becomes satisfied with action of work. 

It refers to consequences for group communication, satisfaction, performance, hostility and aggression toward other groups, and a group’s willingness to innovate and change.

Major Factors are influencing the amount of cohesiveness in a group like as members of the group share attitudes and values, the amount and severity of external threats to the group.

It is sharing the group experiences in terms of recognizable successes, the degree of difficulty encountered in joining the group, and the size of the group.

GROUP COHESIVENESS

GROUP COHESIVENESS

Cohesion to be task commitment and interpersonal attraction to the group. It brings group become unity and committed to work  to complete  goal. It  includes multidymanisal skills, emotional needs towards group attractions, group prides, and commitment of task. A formal definition of group cohesiveness is, " the resultant of all the forces acting on members to remain in the group." Attendance and punctuality are easy ways of measuring the cohesiveness of a group. 

Several benefits from group cohesiveness are effective communication among the group members, positive instructions to each other, its main task is to accomplish  tasks,  it results that the group becomes satisfied with action of work. 

It refers to consequences for group communication, satisfaction, performance, hostility and aggression toward other groups, and a group’s willingness to innovate and change.

Major Factors are influencing the amount of cohesiveness in a group like as members of the group share attitudes and values, the amount and severity of external threats to the group.

It is sharing the group experiences in terms of recognizable successes, the degree of difficulty encountered in joining the group, and the size of the group.

Understanding and ownership are functions of team

Understandings

Understanding in team is  it happen  effectively, a team must be filled by competent members who are willing to play the part and keep  the team working as a unit to accomplish goal.
In a group, members think they are grouped together for administrative purposes only.  Individuals sometimes cross purposes with others.  In a team, members recognize their independence and understand both personal and team goals are best accomplished with mutual support.  Time is not wasted struggling over  "Turf" or attempting personal gain at the expense of others.

Ownership

In a group, members tend to focus on themselves because they are not sufficiently involved in planning the unit's objectives. They approach their job simply as a hired hand. "Castle Building" is common.  In a team, members feel a sense of ownership of their jobs and unit, because they are committed to the values based common goals that they helped establish.

http://books.google.co.in/books?id=NB420SvErcMC&pg=PT2&lpg=PT2&dq=team+building+and+group+dynamic+management+by+b+hiriyappa&source=bl&ots=_JSUEazXD2&sig=JRScJe6hGZYFTfrbDsrIp0oeMQw&hl=en&sa=X&ei=13W8UdfSGtCHrAe8uYG4BA&ved=0CFwQ6AEwAw

Team Roles

Roles

Each team facilitator defines the Clear Roles And Responsibilities, Organization Structure of the team, Job Description of members. Accountabilities of group members, Competencies among the Resources, require Tools And Equipment for a team members and necessary and technical Qualifications for effectively  running team work.

Belbin defines nine team roles are outlined:

Creative Team Roles: Plant and Resource Investigator
Leadership Roles: Shaper, Implementer and Coordinator
Miscellaneous Roles: Specialist, Monitor/Evaluator, Completer-Finisher and Team Worker
Plant: creative, imaginative, unorthodox, solves difficult problems
Resource Investigator: extrovert, enthusiastic, communicative, explores opportunities, develops contacts
Shaper: challenging, dynamic, thrives on pressure, has the drive and courage to overcome obstacles
Implementer: disciplined, reliable, conservative and efficient, turns an idea into practical action coordinator: mature, confident, a good chairperson, clarifies goals, promotes decision-making, delegates well
Specialist: single-minded, self-starting, dedicated, provides knowledge and skills in rare supply
Monitor/Evaluator: sober, strategic and discerning, sees all options, judges accurately
Completer/Finisher: Painstaking, conscientious, anxious, searches out errors and omissions
Teamworker: cooperative, mild, perceptive and diplomatic, listens, builds, and averts friction

https://play.google.com/store/books/details/B_Hiriyappa_Team_Building_And_Group_Dynamic_Manage?id=NB420SvErcMC&feature=search_result#?t=W251bGwsMSwyLDEsImJvb2stTkI0MjBTdkVyY01DIl0.

STAGE 1: FORMING

STAGE 1: FORMING

It involves the following activities are listed below:

v  Forming occurs as group members attempt to assess the ground rules that will apply to a task and to group interaction.

v  The first stage is forming which determine Define team, Determine individual roles, Develop trust and communication forming defined the task its problem and strategy which identify the information which is needed for forming of the team.

v  It defines the team leader’s role like as Encourage and maintains open communication  that Help to  the team develops and follows team norms which  Help to  the team focus On the task  deal constructively with conflict.

v  It defines the team role like as Keep a record of team meetings, Maintain a record of team assignments, Maintain a record of the team's work.

v  It involves Contacting resource people outside of the team and Correspond with the team's mentor Work to maintain good communication among team members and client.

v  It defines the Team Norms and it raises questions like as how do we support each other? What do we do when we have problems? What are my responsibilities to the team? 

http://www.amazon.com/Team-Building-Group-Dynamic-Management/dp/148954660X/ref=la_B002E4CXI2_1_16?s=books&ie=UTF8&qid=1371142979&sr=1-16

http://www.amazon.com/Building-Group-Dynamic-Management-ebook/dp/B00DB02R1Q/ref=sr_1_45?s=books&ie=UTF8&qid=1371143072&sr=1-45

IMPORTANCE OF GROUP DYNAMICS

IMPORTANCE OF GROUP DYNAMICS

Teams are successful when a team bound to have a clear sense of direction in terms of vision and mission and keep the right people at the right place, and resources are essential.

v  Formal and informal work groups are becoming increasingly important competitive factors in organizations due to changes in organization.

v  Teamwork is the result of groups working together to effectively and efficiently achieving organizational tasks and vision and mission.

v  In the case of Formal groups include command and task groups in an organization.

v  In the case of Informal groups include interest and friendship groups.

v  The group dynamic is a useful way to analyze groups as systems that use inputs and engage in various processes or transformations, and produce outcomes in an organization.

v  Managers ready to help and bring about higher performance from formal work groups by weighing the characteristics of members who assign to particular groups.

v  Group members should have task-relevant expertise and appropriate interpersonal skills for the accomplishment of tasks.

v  Group dynamics is a degree of diversity among group members that usually adds to performance in the project.

v  Group training, particularly for diverse groups which has been found to be useful and helpful to other members in a team.

v  Team Members may be attracted to a group for a number of reasons like as liking other members of the group, liking the activities of the group, the goals or purposes of the group, the group satisfies an individual’s need for affiliation, and the group can help an individual achieve a goal outside the group.

v  In the case of the absence of attraction can prevent the group from achieving high performance in an organization.

v  Team Member roles in groups like as group task roles, group maintenance roles, and self performance.

v  The size of the group has also played significant role in improving the group’s performance.

v  In the case of Mid-sized groups, it consists of five to seven members that seem to be an optimum size of an organization.

v  In the case of Smaller groups can often intensify individual differences in team work.

v  In the case of large groups which tend to be when working in groups than when working alone.

v  Provide free riding is particularly likely when members exhibit individualism rather than collectivism.

v  In the case of a team, a Manager can combat social loafing by several methods and Assign few extra people to do the work, it is one key method to achieve tasks in a team.

v  Team dynamic  using Other methods for measuring team performance  like as  making each individual’s work visible, providing for individual feedback, how  to work with team people  with  respect, to  measure standards to actually what is the  group performance, and making  suitable rewards to  individual members in team  to enhance of  group performance.

https://play.google.com/store/books/details/B_Hiriyappa_Team_Building_And_Group_Dynamic_Manage?id=NB420SvErcMC

http://www.amazon.com/Team-Building-Group-Dynamic-Management/dp/148954660X/ref=sr_1_9?s=books&ie=UTF8&qid=1371062743&sr=1-9