Effective Team and Performance Management Essay - 7

Effective Team and Performance Management - Essay Example P.1). Tuckman theory of team formation and development is the most acknowledged model of team development and occurs in four stages which are forming, storming, norming and performing (Johnson 2010, P. 17). After the performing stage Tuckman developed another stage and named it as the adjourning stage (Edison 2008, P. 14). Meredith Belbin’s team theory analysis the roles played by team members depending on their characteristics and behaviors as well as interpersonal styles. Team performance is affected by its characteristics in regards to size, team norms, team cohesion, management styles, conflict resolutions approaches and feelings among the team members towards each other. Effective management is important for the success of the team. An effective team manager adopts different management styles depending on the arising situation in the workplace (Efere, 2003). There are several team management styles namely authoritarian style, democratic style, laissez-Faire Style, paterna listic, concertive style among others which a manager or a company can adopt (Efere, 2003). This paper will critically evaluate theories on team dynamics, formation, conflict resolutions, factors affecting team performance and offer recommendations for the management to improve teams in Electron Company if adopted. Introduction An effective team may is able to move to and from one stage to another. A company may change its strategy and therefore form different teams. Electron Company changed its management structure and team management to increase performances. Electron is a manufacturing company dealing with telecommunication components and is situated in United Kingdom, established in 1997 as a department and sold out ten years later in 2007 as the original company opted to subcontract its manufacturing department and that is why up to today the company is still the leading client of electron. The management structure was not changed. However the company did not perform as expecte d and this necessitated change in its production practices by escalating productivity, improved client services and improved team performance. A new management approach was introduced to help the different teams achieve productivity objectives in a period of two months and in addition the teams that were to meet their objectives, to all members were paid additional benefits. In the restructured format, new employees were employed on temporary basis while the old employees were distributed to all the teams to help the new members adapt into the company. The teams had the authority to establish their working norms which they would follow and the new team members we supposed to comprehend and follow the teams’ norms and values and therefore the teams were affirming concertive control on the newly employed. Team formation In an organization employees of a specific department work as a team or in some cases teams are established to perform a specific task. Evaluations of the teams are conducted periodically to determine their performance or set new goals after the team is formed it takes time to grow and mature to an efficient team. Several theories explain team dynamics and development and most sociologist point to relationship and personal characteristics of the members involved (Nazzaro and Strazzabosco 2009). Tuckman’s model of team development Tuckman's group development model pays