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Learning outcome 1 Understand the purpose and characteristics of successful teams

1.1 Examine the factors to consider when forming a team 

Many things have to be taken into consideration when a team is being made before it can become efficient in what it does. The goal and purpose of the group must be defined well on what it strives for so that everyone within that group knows their role which will help in the achievement of those objectives. The type of skills and kind of expertise brought into a team are also fundamental and vital because different backgrounds lead to creativity and the solution of problems innovatively. Proper size will ensure that proper communication and cooperation exist to prevent the group from getting too big to be manageable. Interpersonal dynamics within the people involved in a team make for a good working atmosphere, but knowing how to get access to all resources and support coming from the organisation is a crucial part of success within the task. Clear definition of the roles and responsibility of the leadership will direct and guide a productive atmosphere in the team.

1.2 Analyse the characteristics of successful teams using theoretical models 

In this regard, effective teams exhibit many characteristics that scholars have identified using different models and theoretical frameworks.

Bruce Tuckman showed Tuckman’s stages of team development, or four stages that every group passes through if it desires to be highly effective in teamwork: forming, storming, norming, and performing.

This is the forming stage, getting to know each other, and understanding what the group wants to achieve. In the storming stage, different opinions are brought out and, in most cases, causes conflict between members because everyone expresses their opinion. During the norming stage, open discussions are characterised by a collaborative approach to the resolution of conflicts. 

During this stage, team norms and stronger relationships are developed. Finally, during the performing stage, team members work efficiently and productively toward common objectives. Members of the team have attained high levels of collaboration and effectiveness.

Teams and Belbin’s Team Roles: Meredith Belbin identified nine roles which contribute to team success. A team must always have a balance of plant, creative problem-solving; coordinator, ensures everyone is involved; and completer finisher, focus on detail and quality. So, the diversified mix of roles allows for leveraging team members’ strengths, helping a team find more innovative solutions and complete the project more efficiently.

The model GRPI, which means Goals, Roles, Processes, and Interpersonal Relationships, believes that successful teams clearly know their goals, have each member’s roles defined, establish effective processes for getting the job done, and have positive interpersonal relationships. When all of these things are in line, then teams can do things together cohesively and get the job done.

Hackman’s Model of Team Effectiveness: According to J. Richard Hackman, team effectiveness is dependent upon three contingencies, which are as follows: the task structure of the team, support from the organisation to the team, and social dynamics of the team. Such teams perform better in achieving well-defined tasks, support, and resource adequacy and have sound interpersonal relations, thereby sustaining them better.

1.3 Specify the purpose of different types of teams within organisations 

Multiple teams are structured to accomplish specific tasks, and several types of teams are there in an organisation that lead to overall effectiveness and success. Functional teams focus on specific tasks or projects, which utilise the strengths of members based on an area, like marketing or finance. Cross-functional teams are designed by including various departmental employees for work on a single project; hence, they work with one another to bring diversity to find solutions to problems that seem complex. 

Self-managed teams work without direct supervision and are held accountable for their tasks. This encourages the members of the team to be empowered and more accountable. Virtual teams work virtually, using the internet to communicate and share information. These teams are now very crucial in today’s globalised work environment. Each of these teams contributes to achieving organisational goals through optimising resources, improving innovation, and effective communication.

Learning outcome 2 Understand approaches to team formation

2.1 Evaluate theoretical models used for team formation

Tuckman’s Team Development Model: This model provides four stages—forming, storming, norming, and performing—and recommends how the dynamics of the team are to be worked upon by solving conflicts and other issues that would further boost the collaboration.

Belbin’s Team Roles: There are nine roles a person can play in a team. They are coordinator, plant, monitor-evaluator, and others, which ensures there is a balance between the strengths of different members to help in making a cohesive team.

GRPI Model: The GRPI model mainly focuses on the clarity of objectives, role definitions, and processes. This thus helps teams to operate more easily and improves effectiveness.

Katsenbach and Smith’s Team Performance Curve: In this model, the change in the size of teams affects the performance. Researchers have also suggested that most of the time, performance is high in smaller groups because more accountability and clear communication help.

2.2 Assess practical approaches to team formation 

This may be achieved through the effective formation of a team; very essential practical approaches that may aid in the success of forming a team. For a team to be defined well, its purpose must first be determined. This helps team members understand what they are set to achieve together. For such a team, the right persons must be selected to represent it. The leadership, therefore, considers all members’ skills, experiences, and personalities to build up a balanced team. 

Their clear roles and responsibilities aid in knowing what one specific contribution is expected to accomplish, thus reducing confusion or overlap. Another important strategy is to foster effective communication within the team, enabling its members to be able to share ideas and work out conflicts effectively. Lastly, offering opportunities for team activities can strengthen relationships and build trust so that the team could be made more cohesive to its goals.

Learning outcome 3 Know how to analyse and respond to the challenges of team formation

3.1 Analyse challenges which occur in team formation

Team formation may be associated with numerous problems that may eventually cause it to fail. In most cases, diversity in the members leads to conflicts and misunderstandings because of communication style, cultural background, and work ethics. Unclear roles and responsibilities are another cause of confusion. Team members do not know what is expected of them. Team resistance to teamwork: Some people may like working as individuals. Therefore, when trying to enforce teamwork on such individuals, it would be a problem. 

This is one of the key reasons teams are not well-coordinated because of such individuals who have a liking for independent working. This can create difficulties in leadership due to ineffective team leaders; therefore, without proper and effective leaders, the teams cannot keep themselves focused. External stressors, like deadlines, priorities, can cause much stress and lead to difficulty in team functionality and hence have to be corrected early enough.

3.2 Recommend approaches for responding to challenges when forming teams

Four summarised points about approaches to be recommended on how to react to forming team challenges are listed below.

Open Communication: This method creates open channels for easy communication among team members while allowing them to air any ideas or concerns to ensure team members develop trust and clarity toward one another.

Definition of Roles: In this method, clearly define each member’s roles and responsibilities to assure each member of their specific contribution and expectation.

Strong Leadership: Appoint a capable leader who will guide the team through discussions and conflict resolution but keep the team focused on its goals.

Team-Building Activities: Involve activities that create strong relationships and collaboration together with the implementation of feedback for continuous improvement.

Learning outcome 4 Know how to evaluate the performance of a newly formed team

4.1 Recommend approaches for measuring the performance of a newly formed team against organisational objectives

For performance measurement of a newly formed team against organisational objectives, goals must be clearly stated according to the SMART criteria, which means that it is specific, measurable, achievable, relevant, and time-bound. There must be regular reviews on how the team is performing in terms of the progress made or problems encountered and the extent of success achieved. 

Utilising KPIs keeps track of critical elements that characterise performance, including successful project completion and quality work. A lot of team members and even other stakeholders are provided opportunities for the feedback about effectiveness of their use of this teamwork approach through surveys or peer reviews. Self-appraisal is promoted since the organisation would have more people working on being held accountable as well as maintaining the same kind of cultural sensitivity within it to thereby be part of contributing a healthy addition to the system in its entirety.