Consider the main stages of development of the project team. This question is important and relevant, because the final result of the work depends on how effectively the group is formed. What are the basic principles and stages of development of the project team? Allocate formation, seething, rationing, functioning, change or separation.
Formation
At this stage of the development of the team, it is necessary to overcome all internal doubts and contradictions in order to form a close-knit team. This process is deprived of calm, accompanied by serious risks, but without this stage it is impossible to create a group of genuine like-minded people.
If the actions are performed by a close-knit team, you can count on higher productivity than in a simple workgroup.
After completing the task, the teams often break up, this phase is characterized by specific processes.
Formation
At this stage in the development of the team, the leader’s actions are of particular importance. His task includes focusing on helping all team members, getting them to know each other, creating an atmosphere of ease. Confusion, fears, uncertainty of the team - all these qualities should be eliminated at the initial stage of work on the task. The best way to solve problems would be to clarify the leader of the role of each member of the group, a reasonable distribution of powers.
Seething
At this stage in the development of the team, the leader resolves all disputes that arise between team members. He listens to problems, comments, complaints, analyzes them, organizes the exchange of views, inspires the team to achieve important goals.
Let us analyze the specifics of this stage and the tasks of the leader. If he chooses an authoritarian style, tries to remove the conflict “from above”, the result of such actions may be the destruction of the formation of a single mechanism. At this time, the team may not accept the leader, choose an alternative case management option.
The “drilling” phase gives a real chance to clear the group of unwanted members, and to bring the team together.
Rationing
At this stage of the development of the team of primary schoolchildren, the leader must ensure that the general norms that he offers help to form an effective and efficient team. The time spent on preparing new rules on the basis of consent, according to which the team will function, after some time will pay off with significant dividends.
The skill of building a team at this stage is to deepen the process of creating a single team and to build each representative in accordance with common values ​​and goals.
Functioning
The team unites, its fruitful activity. The leader must analyze the effectiveness of the team, considering team and individual efforts, successes and commitments. What are the features of the camera crew? The stages of its development depend on the harmony and cohesion of the team. If one representative of the team is selected for praise, this leads to hostility, rivalry, and a split. That is why payment systems that are associated with labor productivity often lead to opposite results.
The leader uses the following actions: assessment, approval, reduction in the number of briefings. He carefully listens to helpful comments voiced by representatives of the group.
Parting (change)
The team leader should represent the uncertainties that arise before the team representatives when moving from one task to another. They are required to possess information on how well the work is done to assess the possibility of completing a new task.
The team leader should, as far as possible, reduce tension associated with transitions and changes. If necessary, the group captain encourages team members to work in a collaborative atmosphere.
The nature of the team development process from the manager requires a certain reasonableness and sensitivity. It would be wrong to assume that a leader is always obliged to intervene in ongoing processes.
The development stages of the Tuckman team are suitable not only for the economy, but also for schoolchildren.
If the leader realizes the dynamics of the team’s development, his ability to “read the situation”, he can tell the leadership the options for overcoming the crisis.
A. Stanton found that in those teams in which excessive attention is paid to their own development, they mainly become unproductive for its representatives.
Intergroup Relationship Management
A team cannot function effectively in isolation from people. In order to achieve the goals set for the members of the group, the relationship between different teams is necessary.
In addition to internal relations, which are closely watched by the leader, relations with other teams are also important. In external contacts, the leader acts as a diplomat and lawyer.
In order for long-term and mutually beneficial ties to be established between different groups, leaders must possess elements of compromise, deal, mutual concessions. The management of such external relations cannot be separated from participation in the formation of the team structure of its leader.
Then the most efficient teams gradually reduce the effectiveness of their activities, especially if a situation arises inside the organization in which staff is not encouraged, does not develop. It is difficult to ensure that the team does not have an impact on changes that are related to social, business, financial conditions.
Helpful information
To cope with such problems, each representative of the team must have communication skills, work in the interests of the entire project team.
The success and development of the team directly depends on correctly interpreted trends that can signal upcoming changes in the external sphere.
The main role in this case belongs to the combination of intuition and caution, which is based on awareness. Significance for a leader’s team lies not only in his intellectual abilities and practical skills, but also in his ability to “read” the situation, look at new routine materials, and use creatively external and internal capabilities.
Conclusion
Informal and formal organizations and groups are distinguished. Managed groups are considered formal organizations, and interest groups are called informal organizations. People in groups are united for self-esteem, prestige, security, achievement of goals and satisfaction of needs.
Groups in the process of their development go through certain stages of the team’s development and the leader’s tasks - to choose the right tactics and choose common ground.
The behavior of the formed groups is characterized by two types of factors: group resources and the external environment. The main factors in the external environment of the team are organizational strategy, power structure, company resources, selection of human resources, incentive system, assessment of results, organization of a high-quality and effective workplace.
Working groups have a permanent structure, determined by the behavior of the people included in it. The main elements of such a structure are formal leadership, group standards, roles, status of members.
The main activities of this group involve certain knowledge and skills.
Groups are divided by level of cohesion. To increase this factor, the leader agrees with the team the analyzed problem, contributes to the collective spending of time after work, which positively affects the performance of the entire group. For similar purposes, competitions between different teams are organized, work on the result is put forward as a priority.
If a group has one goal, then members have common interests and ideas, which positively affects the final result.
When creating it, it is necessary to take into account four stages of the process: preparation, development of working conditions, construction, assistance in activities.
Recently, many leaders of large and small companies have focused on strengthening and creating a favorable psychological climate in the company. They recognize the importance of team formation and cohesion, its significant impact on the performance of profitable contracts. A close-knit team is an indicator of a stable company.