Creating High-Performance Project and Process Teams Essay

4751 Words May 6th, 2011 20 Pages

1. Executive Summary 2
2. Purpose 3
3. Discussions 3
4. Part A 3
4.1. Introduction 3
4.2. Group Theories 4
4.3. Team Theories 9
4.4. Conclusion 11
5. Part B 12
5.1. Introduction 12
5.2. Questionnaire 12
5.3. Questionnaire Scores 14
5.4. Tuckman Model: Johannesburg Central Team Score 15
6. Part C 15
6.1. Introduction 15
6.2. Team demographics 15
6.3. Team Effectiveness 16
7. Bibliography 21

Figure 1: Approximation of the Punctuated Equilibrium Model.
Figure 2: Asch Comparison Cards.
Figure 3: Tuckman Model: Johannesburg Central Team Score

Table 1: Relationship between Group Cohesiveness and Agreement with Organizational Goals.
Table 2: Mature Work Group or Team Questionnaire.
Table 3:
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An independent conclusion will be drawn. The Cranefield Johannesburg Central Study Group will be scored using the Tuckman model. The group will be assessed in terms of the characteristics of an effective team.
3. Discussions
4. Part A 1. Introduction A group is defined as “Two or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members” (Gibson, Ivancevich, Donnelly and Konopaske 2009: 232). Robbins, Odendaal and Roodt 2003: 173) are in agreement with this definition. They furthermore cite Bergh and Theron’s research where optimal group size is deemed to be five or seven; an odd number of people in a group resolve a tie with voting. Greenberg and Baron (1995: 286) define a “group as a collection of two or more interacting individuals with a stable pattern of relationships among them who share common goals and who perceive themselves as being a group.” Bergh and Theron (2005: 236) cite Plug, Schein, Robbins and Furnham to arrive at the following characteristics of groups: • People communicate and exert influence on each other through social interaction. • Agree on the achievement of common objectives. • Group structure to enable interaction over and across time and situations. • Group members’ feeling part of a group. Gibson et al (2009: 245) assert that: “Work groups and teams are not

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