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

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

BW Tuckman’s four stages of team development

Team-building activities

the maverick

Roles in projects

the bully the team playerthe leader

the workaholic

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.

This person imposes their personality on others, making other people feel bad in the workplace.

This person has a natural ability to fit in. They make positive contributions and build good relationships.

This person doesn’t know when to stop, and they often believe the office would collapse without them.

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?

• Someone who reports to you

• Your boss

• A colleague

• A supplier

• A customer

Issues to consider:

• Communication style

• Source of conflict

• Strategies for resolving conflict

• 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

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.

Discussion: do you agree or disagree?