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Dynamics is defined as the social, intellectual or moral forces that produce activity and change in a given sphere. In our case, the ‘sphere’ is the team in our workplace. ... A firm understanding of team dynamics is an important foundation to the success of teams in the workplace. The understanding and analysis of team dynamics contribute drastically to the success or failure of a team. In the following paper, we will look at what exactly a team is, types of teams, and the stages of team development. ... We will examine reasons for the success and failure of teams and what can and could have been avoided to make the team successful. ... Individuals can only accomplish what one person can; a team can increase the productivity of a handful of individuals exponentially
Teams allow the emergence of many ideas and perspectives. ... (Schooner 1998)
According to Thompson, Aranda and Robbins (2000), a team is “a group of people who are interdependent with respect to information resources and skill and who seek to combine their efforts to achieve a common goal” (p9). For a team to succeed, it has to have the right combination of characteristics: commitment, accountability, collaboration and synergy. In order to achieve their goal, a team needs to be completely committed to that goal motivation and the fact that it is a worthwhile task will help them stay devoted. The next characteristic is that the members should feel accountable to the team and their company. ... When a team collaborates, it means they compromise and trust one another. The team will feel a sense of unity. ... Together, these characteristics can lead a team to feel a sense of belonging and ownership over their results. ... This is the type of team where the manager holds the responsibility for the goals and setup, while the members implement the tasks given to them. ... This team entails a low start up cost and is beneficial for task forces and fact-finding teams. The second type of team is the self-managed team. The manager sets the direction for the team, while they make the decisions and manage their own work. Diversity is very important for this type of team to be able to handle all of the tasks.
A self-directing team begins to veer away from having a leader and more towards the team managing themselves. The only function of management is to organize the team, than the rest is up to the group. Benefiting from this situation, members are motivated and have the opportunity to determine how the team is going to work. ...
The structure of a team, the size and selection, is crucial to how well the team is going to succeed. ... Chaney (2000), “…the team size can be essential in accomplishing goals” (para. ... In reference to the average size of a team, Thompson, Aranda and Robbins say it is 8.4, but the “perfect” team would be made up of five people (p39-42). It was said that a team of four to twelve people would be the most effective. ...
Member selection is also very important to a team’s success. ... Cross (1998), “Leaders should select and promote team members based on their existing and potential technical or functional capabilities, their problem-solving capacity and their decision-making skills” (p13). More traits that management should consider while creating a team are abilities, personality, diversity and interdependence. Team members should be able to work with one another and have knowledge of the tasks they are to complete. ... In order for a team to be successful, they must go through stages of development in order to accomplish their goals. ... The team is established with their functions and configurations not yet determined. Team members experiment with how they should act within a group and establish that they are now part of a team.
Approximate Word count = 3092
Approximate Pages = 12.4
(250 words per page double spaced)
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