Question

(Amazon) a global organisation that has gone through a major change in the last 10 years. present a report and you have to consider the organizational change as the specific business situation. The report should begin with an introduction of the company and the background to the specific situation and then address the below areas. You must give out your recommendations at the end of the report.

Q2: Analyze the relevance of team and group development theories (Tuckman’s Team Development model, Belbin’s typology, Soft and hard communication, co-operation and competition, conflict resolution etc.) to support the development of dynamic cooperation in (amazon)

Answer 1

Some of the theories, concepts or models that have the objective of managing people, fostering teamwork and promoting collaboration are:

• Tuckman’s Team Building Model: This model talks about the various stages of team building and managing people by fostering collaboration
• Five Stage Team Development Model: This model eases the transition between various stages in which a team works
• Belbin’s team roles: Belbin mentioned 9 roles that various team members can take in a team for proper functioning of the team as a whole

Tuckmann’s stages of team development is the best model as it portrays the gradual flow and gradual growth in teams.

While working in a software company, I was working on a highly critical project with 4 more team members. It was a team of 7 members. No one knew each other from before. The project lead introduced us to each other. This was the forming stage of team development. The lead gave an introduction and basic outline of project and divided the roles and responsibilities. The storming stage of team development initiated, when people started working on project. People were getting to know each other, identify the strengths and weaknesses of each. There were some initial conflicts as people were not accustomed to each other’s work style. The project lead solved the initial hiccups and we were in the norming stage of team development. Halfway through the project, the team was capitalizing on each other’s strengths. This was the performing stage. When the project got deployed finally, the objective of the team got over and the team disbanded.

The situational factors, which may affect team development, are group size, group norms, team cohesiveness, synergy, etc. The group norms of giving autonomy to team member in his field of excellence, helped the project run effectively. The group cohesiveness can be considered negative in this group setting as no one knew each other. Group cohesiveness was created by team interactions and facilitated by team bonding.

To maintain the effectiveness of team, every Monday morning, the project lead used to conduct a project status meeting to track the project’s progress and to discuss plan of action for the new week. The team was supposed to meet every Wednesday as well for internal members meeting. The objective of this meeting was to track each other’s status on the project and brainstorm on various ideas for project facilitation. However as there was no leader in this meeting, team members did not take it seriously and usually used to miss it. However, if I could change one thing about that project, I would have made team meeting compulsory as it helps in brainstorming and coming up with innovative ideas for problem solving.

https://www.mindtools.com/pages/article/newLDR_86.htm

http://www.greatleadershipbydan.com/2009/12/8-team-development-models.html

http://apepm.co.uk/team-development-model/