Respondto the following prompts in 75 to 100 words each. 1. What are some exampl

Question

Respondto the following prompts in 75 to 100 words each.

1.     What are some examples of different roles and needs within a team? How can these roles and needs affect the process of teamwork?

2.     Describe the different phases of group development. Provide an example of a situation for each phase.

3.     What occurs during the process of group development? What factors contribute to the facilitation of group development?

4.     What are 3 or 4 strategies for strengthening teams? How do these strategies assist in team building?

5.     What is group cohesion? What factors contribute to group cohesion? How can you enhance group cohesion?

Explanation / Answer

1.The team roles consist of three categories: action-oriented roles, which include shaper, implementer and completer/finisher roles; people-oriented roles, which include coordinator, team worker and resource Investigator roles; and thought-oriented roles, which include plant, monitor-evaluator and specialist roles. In a team, the shaper role is performed by people who are dynamic and relish challenges. Rather than quit when faced with challenges, shapers maintain a positive mental attitude and strive to find the best ways to overcome challenges facing the team. Shapers are extroverts and possess great interpersonal communication skills and work toward motivating other team members. Implementer Role-People who play the implementer role in a team are those who actually get things done in the team. They are practical, efficient and well-organized. Implementers turn the team’s ideas and thoughts into actual plans. Because of their conservative nature, implementers are rather rigid and slow to accept change in a team. Completer/ Finisher Role-Finishers have an eye for detail. In a team, they're regarded as perfectionists because they're the ones who detect errors or omissions and strive to ensure that the team adheres to deadlines. They're neat and self-conscious and worry at the slightest sign of a problem. Finishers also have a problem with delegation; they would rather be overwhelmed than share their work with others. Coordinator Role-Coordinators are seen as possessing the traditional team role. They're mature and confident in nature and possess great listening skill. They guide the activities of the team to what they identify to be the team's obligations. Coordinators are good at delegating duties, but they may be manipulative when it comes to directing the team toward what they perceive to be its goals. Team Worker Role-Team workers are the people who ensure the team remains united. They work toward resolving conflict or issues affecting the team’s dynamics. Team workers are very supportive of other team members and are thus popular within the team. Team workers are known to be non-committal during decision making because they don’t want to be seen as taking sides: they put team cohesion ahead of their decision-making abilities. Resource Investigator Role-Resource investigators are inquisitive and enthusiastic in nature and possess great negotiating and networking skills. They are extroverts, which makes it easy for others to relate to them. Through their networking skills, resource investigators develop external contacts and negotiate for the team's resources. They are quick thinkers and good at getting information from other people. Monitor-Evaluator Role-These are the critical thinkers in a team. They're serious minded and cautious in nature. Rather than rush into decision making, they prefer to critically analyze information before making any conclusions. Monitor-evaluators lack the energy to motivate other team members and are deemed to be slow in decision making. Specialist Role-Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to the team is limited only to their area of expertise. Their priority is in maintaining their professional standards. Though they show great pride in their area of expertise, they show little or no interest in the expertise of others. Because of their expert knowledge, they're indispensable members of a team. Plants Role-Plants are innovative members of the team. They come up with original approaches and ideas that help the team in solving problems or overcoming challenges. Plants are introverts in nature and possess poor communication skills. Plants prefer to work alone. They react well to praise but are greatly affected by negative criticism. 2.Forming-The forming stage represents a time where the group is just starting to come together and is characterized with anxiety and uncertainty. Members are cautious with their behavior, which is driven by the desire to be accepted by all members of the group. Conflict, controversy and personal opinions are avoided even though members are beginning to form impressions of each other and gain an understanding of what the group will do together. Typical outcomes of the forming stage include things like gaining an understanding of the group's purpose, determining how the team will be organized and who will be responsible for what, discussion of major milestones or phases of the group's goal (including a rough project schedule), outlining general group rules (including when they will meet) and discovery of what resources will be available for the group to use. Storming-The storming stage is where the more dominant of the group members emerge, while other, less confrontational members stay in the comfort and security of suppressing their feelings just as they did in the previous stage. Even though these individuals stay quiet, issues may still exist. All members have an increased need for clarification. Questions surrounding leadership, authority, rules, responsibilities, structure, evaluation criteria and reward systems tend to arise during the storming stage. Such questions must be answered so that the group can move on to the next stage. Consequently, not all groups are able to move past the storming stage. Norming-Once a group receives the clarity that it so desperately needs, it can move on to the third stage of group development, known as the norming stage. The norming stage is the time where the group becomes a cohesive unit. Morale is high as group members actively acknowledge the talents, skills and experience that each member brings to the group. A sense of community is established and the group remains focused on the group's purpose and goal. Members are flexible, interdependent and trust each other. Leadership is shared, and members are willing to adapt to the needs of the group. Information flows seamlessly and is uninhibited due to the sense of security members feel in the norming stage. Performing stage-At this stage, team members have usually come to trust and accept each other. Individuals are now competent, autonomous and able to handle the decision making process without need of the leaders supervision.Leadership within the team is flexible and may shift among members in terms of who is most capable of solving a particular problem. The team is more strategically aware; the team knows clearly the purpose and why they are doing what they’re doing. The team has a shared vision and able to work independently and with no interference or participation from the leader.Teams that perform at a high-level are able to function as a unit and find effective working strategies without inappropriate conflict. Adjourning stage-Once a project ends, the team disbands. This phase is sometimes known as mourning because members have grown close and feel a loss now that the experience is over. For example-A team has been pulled together from various parts of a large service organisation to work on a new process improvement project that is needed to improve how the company manages and supports its client base. Stage 1 Forming inlcudes-The agenda includes:Personal introductions;Team building exercises;Information about the process improvement project;Discussion around team roles and responsibilities;Discussion around team norms for working together Stage 2: Storming-The team members have gone back to their home offices and are beginning work on their project. They are interacting via the SharePoint site and the project is off to a good start. And then the arguments begin. Stage 3: Norming-The team has now been working together for nearly 3 months. There is definitely a sense of teamwork among the group. There are few arguments and disagreements that can't be resolved among the team. They support each other on the project - problem solving issues, making decisions as a team, sharing information and ensuring that the ground rules put in place for the team are followed.Additionally, the team members are helping each other to grow and develop their skills. Stage 4: Performing-The team is now considered a "high performing team." They can brainstorm effectively to solve problems and are highly motivated to reach the end goal as a group. When there is conflict on the team - such as a disagreement on how to go about accomplishing a task - the group is able to work it out on their own without relying on the team leader to intervene and make decisions for them. Stage 5: Adjourning-The project has ended. It was a huge success. The internal customer is pleased and there is definitely an improvement in how the company supports its clients. Due to time limit only some questions could be answered,the remaining can be asked a snaother question,they will be answered,thankyou for your cooperation

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