Team Development

Introduction

Team development and training are two essential aspects towards ensuring the success of a company (Dyer et al., 2007). Team development refers to enhancing the effectiveness of working groups by improving organisational goals, interpersonal processes, and classification of roles according to the skills and individual capabilities of the employees (Kotter, 2012). On the other hand, team training refers to structured knowledge intended for a team to understand the procedures required to perform a specific task. To boost the performance of the workers, other incentives are included in the change programme, for example, allowing them to make development decisions for the company makes them to feel valued (Cash-Baskett, 2009). Usually, it is easier for the employees to observe the weak point of the company than the management itself. Businesses apply the concepts of team development and training to achieve an effective management of their projects (Kotter, 2012).

This paper utilises the Tuckman’s five-stage theory (Tuckman & Jensen, 2010), Dyer’s four-stage theory (Dyer et al., 2007), and Ransom Roberts experiential theory of 1956 to explain team building and development in Blue Circle Cement Company. The report offers an overview of the concepts of team development and training to offer a foundation for the discussion. Later, the report makes an in-depth analysis of the theories and their application to the case of the change in the Blue Circle Cement Company, thus, unveiling important insights in the business.

2. Overview of Team Development and Training

Team Development and Training (TDT) is not a natural process of creating change and steering performance within an organisation (Dyer et al., 2007), because, the process requires financial resources and trainers who can provide the team with the needed skills. Training and development are significant in project management because of its capability to help the organisation attain its goals (Hall, 2007). Firstly, Hollenbeck, DeRue, and Guzzo (2004) indicate that it assists in creating consistency by providing employees with standardised experience and knowledge required in creating uniformity in service delivery and productivity. Consistency is especially important in maintaining a company’s primary procedures and policies, because it minimises the possibilities of deviations from efforts to achieve the desired goals (Pinto, 2013). All staff must be aware of the company expectations and guidelines relating to the performance of the task. Increased efficiency and effectiveness of the process may result in financial gains for the company. Secondly, it is vital in addressing weaknesses such as the lack of technical skills. TDT enables employees to possess similar skills and knowledge. Thirdly, TDT improves productivity among employees by adhering to quality control standards. Productivity always improves when a company implements capacity-building courses that increase employees’ competence in completing tasks through adequate training. Morris (2013) asserts that the leaders must enforce the worker commitment to the programme for a better outcome of the exercise. The labours must be willing to ensure that the company realises its mission and vision for growth and development.

Fourthly, according to Beatty & Scott (2004), TDT has the capabilities to improve employees’ performance, satisfaction, and morale. Workers with adequate training understand their responsibilities and build their confidence to handle their duties. Wilter (2013) observed that companies with the skilled staff send a signal that they value employees thereby create a supportive environment for the workers. The scenario enables workers to undergo training experience which they might not have attained individually hence, creating a high sense of satisfaction among them thereby boosting their morale. Besides, training improves the worker skills, thus, encouraging creativity and innovation in production resulting in efficient processes that will enhance the company turnover and potential market share. According to Pinto (2013), lack of training and development reduces workers’ productivity and the general outcome of the exercise. Synergy is a fundamental leadership component of project management as it enables employees to combine their efforts to complete tasks (Hollenbeck, DeRue, & Guzzo, 2004). TDT would allow employees to support one another and stimulate energy in other people, a necessary ingredient for business success (Wilter, 2013).

3. Literature Review for Critical Examination of Team Development and Training

3.1 Team Development

Research in the field of strategic management has focussed in creating a friendly work environment that stimulates effort among workers (Cash-Baskett, 2009). However, building such an environment requires enhancing teamwork. Typically, it is essential for project managers to evaluate and implement the suggested guideline in developing and training groups for a better outcome. Team development is an important aspect that contributes towards the improving the employees’ job satisfaction and performance (Cash-Baskett, 2009). Relationship issues tend to rise as teams struggle to work together due to personality and behavioural differences (Beatty & Scott, 2004).

3.2 Tuckman Five Stages of Team Development

The research by Tuckman and Jensen (2010) has shown that teams undergo five distinct stages during the development process. Tuckman identified five steps that any organisation trying to develop teams need to follow to construct working teams (Tuckman & Jensen, 2010). According to Bruce Tuckman, the five stages include forming, storming, and norming, performing and adjourning as summarised in the diagram below (Tuckman & Jensen, 2010).

Figure 1: Team Development Stages (Bruce Tuckman)

(3.2) a. Forming stage.

The forming stage involves the groups coming together during the period of orientation and becoming familiarised with group members. There is a lot of uncertainty during this period as the members are not aware of the objectives of coming together. As such, little achievements regarding the company objectives cannot be met (Tuckman & Jensen, 2010). Some of the members who possess excellent skills and knowledgeable in a specific field may be confronted to take control. The forming stage gives the foundation of the building other essential aspects for an effective project (Turner, 2009)

(3.2) b. Storming Stage.

According to Cash-Baskett (2009), the storming level is the most challenging stage of the team development stages. The step is characterised by competition and conflict as members begin to develop individual personalities. Team development reduces significantly because the synergy is diverted to unproductive issues that do not enhance team cohesiveness (Cash-Baskett, 2009). The project leads need to have mechanisms for managing the possible conflicts that may emanate among the members at this stage.

(3.2) c. Norming stage.

Norming stage begins when conflicts among members of the group are resolved. The group commences to develop cohesiveness and cooperate with other members. Members identify their leaders and formulate their roles and mission in helping the group achieve its objectives (Cash-Baskett, 2009). Group members begin to develop interpersonal relationships thereby increasing team performance as the group focus on the goals.

(3.2) d. Performing Stage.

Performing stage is characterised by cooperation and consensus. The team is well established and organised in meeting the group objectives (Cash-Baskett, 2009). The group develops a stable and working structure that perpetuates the group philosophy. Although conflict may still occur at this stage, the members can resolve their differences peacefully and constructively. The leadership needs to have an established approach for solving the possible misunderstanding that may come up within the team (Turner et al., 2010).

(3.2) e. Adjourning stage.

This is the final stage of team development characterised by the accomplishment of most of the team goals (Amelkin et al., 2018). The team members polish the assigned tasks, dismantle the group and reassign members to other groups. Members of the group can remember the norms and rules applicable to the group and use them as standards tenets that dictate engagement. Dyer Team Assessment (Dyer et al., 2007) is essential in determining the effectiveness of team building and teamwork, especially in an organisation (Amelkin et al., 2018).

3.3 Team Training

According to Fung et al. (2015), training teams refers to “giving instructions to people aimed at developing procedural knowledge involving knowing how to perform specific procedures required when performing a job”. Training majorly depends on the experiential theory of learning advocated by Ransom Rogers in 1956. The management of the company was included in the training programmes. The managers were trained in the management skills that each of them should possess to ensure the efficient running of the company. Contrastingly, Hollenbeck, DeRue and Guzzo (2004) underscored that scientific literature relied on field experiments hence lacked external validity thus reducing its credibility among strategic managers.

Fung et al. (2015) identified a series of problems that were inherent in professional literature and extended to scientific research. Firstly, the definition of a team in both kinds of literature is unclear. The meaning of a team lacks a conceptual framework making it challenging to research that field. Secondly, it is difficult to compile training data about organisations due to variation in the composition and definition (Beatty & Scott, 2004). Thirdly, team training lacks a theoretical framework, and its effectiveness is hypothetical. Consequently, there is no definite direction for research because scientific investigations need a theoretical background upon which the research hypothesis will be established (Fung et al., 2015). Fourthly, team training lacks a clear focus on the purpose of training and the learning methodologies involved.

Communication skills are taught during the training period to enhance interactions (Hall, 2007). Once the workers improve in their performance, it is important to congratulate them to boost their morale. It will also make them engage the trainers in learning more skills related to the work and management. Effective communication skills equip the employees with the capabilities to share information in the best way possible within the project (Project Management Institute, 2013). The workers move to other working stations where they can operate according to the skills that they possess. It ensured maximum output in the production of the cement in the company. The best workers are promoted to higher ranks in the company to create chances for other determined workers to learn new skills.

4. Blue Circle Cement Case Study

Blue Circle Cement experienced functional problems such as inefficiencies in the production of cement, operational breakdowns and internal conflicts among employees within the firm. There was a need to create change within the organisation. For the change to be realised, the organisational culture, working practices, and reward system had to be revisited. The newly trained workers would complete tasks within the required time since teamwork was enhanced as well as the relationship between the management and the employees. The issues in the Blue Circle Cement case could be resolved by applying the Dyer’s Four C model together with Tuckman’s five stages model (Hall, 2007).

The employees participating in the change program were supported. In most cases, the support of the employees came from the well-trained managers and worker supervisors, because they have a right attitude towards their juniors even in the cases where they do not work to the expectations of the company (Beatty & Scott, 2004). In the case of Blue Circle Cement Company, workers were equipped with new skills through the training. The employees were able to sharpen the skills that they possessed through the teamwork promoted by the company employees. The management of the company came up with a good working plan for the programme change. The leadership ensured that all workers participated in the programme without the interruption of the practical activities of the company. In the case of Blue Circle Cement Company, it involved empowering the personnel through advancing their skills and having a stable income plan.

4.1 Context

The initial stage of Tuckman’s model is the forming one which is characterised by high uncertainty, confusion, and ambiguity in the roles of employees (Amelkin et al., 2018). The scenario makes the team dependent on their team leaders for guidance. Hall (2007) confirmed that employees lose focus when they pursue irrelevant goals. However, through teamwork, the training and learning of new skills become easier. The existence of a positive culture with the team enhances better output from the project (Huff, 2016). The team leaders ensure discipline among the team members by creating healthy relationships with them.

4.2 Composition

According to Hall (2007), effective management of the employees plays a pivotal role in success. Before the organisational change, the supervisors and the employees worked differently reading to poor performance. There was a need to transform the company by equipping the employees with the best operational, technical skills. The team leaders would guide their team members and offer motivation during the training period. By reducing communication barriers among the team leaders and the workers, it promotes interactions and mutual understanding as it was in the case of Blue Circle Cement Company (Hollenbeck, DeRue, & Guzzo, 2004).

4.3 Competencies

Studying the worker competence helps to boost their performance (Hollenbeck, DeRue, & Guzzo, 2004). The lack of better communication approaches has significantly contributed towards the failure in Blue Circle Company. The removal of rigid structure improved working relationship by reducing conflict and encouraging team decision-making among employees which led to the company realising its objectives and workers meeting their goals for the company. According to Beatty and Scott (2004), effective communication facilitates clarification of priorities among the employees as well as building trust with their team leaders.

4.4 Change

Dyer et al. (2007) look into how the change programme initiated by the company, it led to the overall improvement of teamwork among the workers. The process made the workers responsible in their respective positions to ensure that the company realised its mission and vision (Hollenbeck, DeRue, & Guzzo, 2004). The new vision set by the company would ensure that all the workers would be equipped with the necessary advanced skills to enable them to work efficiently. To boost the morale of the workers, the company increased their wages while eliminating overtime payments and bonuses. It ensured that the personnel work within the working hours hence the time available would be utilised fully for better results. Through the teamwork, it enabled the employees to share their skills and to sharpen the ones that they possessed. It finally led to the company maintaining international competitiveness in Europe. The company in the process also won many awards and recognition through the improvement of the human resources and the empowering of their workers.

5. Conclusion

Team development and training are essential to stimulating growth among employee working within an organisation. The Tuckman and Dyer’s models provide an elaborate procedure for developing effective teams especially within business environments (Tuckman & Jensen, 2010). Tuckman proposes methods such as forming, storming, and norming, performing and adjourning as a stepwise guide to establishing and evaluating team performance; an approach that Blue Circle Cement can use for better outcome. Despite the challenges that many organisations face resulting from inefficiencies in human resource management, proper application of the theories of team development into practice may salvage the organisation from collapsing. The report found that team development and training help in improving communication, reducing bureaucratic barriers, boost employee morale and enhance the interpersonal relationship.

The investigation also established that employee involvement in decision making as teams helping in directing the attention of the employees in achieving organisational objectives. Therefore, I would recommend the Blue Circle Cement Company and strategic managers reduce the communication barriers between employees and the management, through creation of direct channels between the junior and the senior employees. Removal of the structural obstacles in the organisatation would help employees to seek clarification on issues affecting them efficiently as suggested by Maylor (2010). Besides, as a recommendation, it is important for the organisation to invest in training of employees to build their capacity and help them acquire new skills, which they might not have obtained on their own, hence, making them feel valued and increase their productivity.

6. References

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