BW Tuckman’s four stages of team development
•
Storming
•
Forming
•
Performing
•
Norming
•
there are different ideas of what the
team should be doing
•
individuals adjust their behaviour to
work effectively in the team
•
the team meets and agrees on basic
goals
•
the team members achieve the agreed
objectives efficiently
BW Tuckman’s four stages of team development
1
Forming: the team meets and agrees on
basic goals
2
Storming: there are different ideas of
what the team should be doing
3
Norming: individuals adjust their
behaviour to work effectively in the team
4
Performing: the team members achieve
the agreed objectives efficiently
Team-building activities
Roles in projects
the maverick
the leader
This character
does things their
own way. They
may be effective,
but they’re difficult
to control.
This person has a
natural ability to
encourage others
and take a project
though to success.
the bully
This person
imposes their
personality on
others, making
other people feel
bad in the
workplace.
the
workaholic
This person
doesn’t know
when to stop, and
they often believe
the office would
collapse without
them.
the team
player
This person has
a natural ability
to fit in. They
make positive
contributions
and build good
relationships.
Your role in a project team checklist
Are you creative and good at coming up with ideas?
How good are you at taking responsibility for implementing decisions?
How good are you at starting and completing tasks within a deadline?
Do you like working in teams or do you prefer working on your own?
How easy do you find it to take criticism of your ideas?
How flexible are you?
How easy do you find it to analyse a plan?
How to manage difficult people
Who are they potentially?
Issues to consider:
• Someone who reports to you
• Communication style
• Your boss
• Source of conflict
• A colleague
• A supplier
• Strategies for resolving
conflict
• A customer
• Making time
• How to be positive
• Team roles
Suggested answer to Writing 9 on page 53 of Student’s
Book from TB page 58
Annual Appraisal Scheme Review
Introduction
An annual appraisal scheme was set up last year to improve staff motivation
and communication within the company. We planned a review of the scheme
after one year.
Procedure
Line managers ran appraisal interviews in December. Amongst other questions,
staff were asked for their feedback on the scheme.
Findings
The feedback was mostly positive. The main criticisms of the scheme were that
the interviews were too short (just 45 minutes) and that there was a lack of
‘objective measurement of performance’.
Suggested answer to Writing 9 on page 53 of Student’s
Book from TB page 58 continued
Conclusions
The appraisal interview scheme should be maintained but with some minor
adjustments.
Recommendations
Run one-hour appraisal interviews this year, subject to:
1 the development of more objective performance indicators (F Berger to
report back in January), and
2 the final approval of the Board of Directors
Managing your manager
What constitutes bad management in an international context?
Poorly defined objectives
Inadequate resources to achieve objectives
Lack of constructive feedback
Unavailability at times when input is needed
Unwillingness to help when things go wrong
Failure to appreciate cultural differences or issues
Lack of flexibility
Inconsistency
Discussion: do you agree or disagree?
A deadline is a deadline – it has to be met.
As an employee, if you do not understand your boss’s instructions,
you need to have this clarified.
Men and women usually work best in mixed teams.
Giving gifts is a useful way to show respect.
Humour can help to develop good relationships in the work culture.
Shouting should be avoided in the workplace.
As a manager, it is not acceptable to employ your relatives.