Team Development and Management: Strategies and Models

This report delves into the critical aspects of team development, focusing on strategies and models essential for building and managing effective teams. It begins by outlining the responsibilities of a management consultant in fostering team success, emphasizing the importance of teamwork, learning, and conflict resolution. The report then explores Tuckman's five-stage model, highlighting its strengths and limitations in team building, along with its application in project team settings. It examines various communication methods, including meetings, conference calls, and newsletters, to ensure effective information dissemination within teams. The report further discusses the Kirkpatrick and ADDIE models, providing insights into training evaluation and course design. Finally, it emphasizes the significance of constant supervision, data collection, and top management involvement in fostering a high-performing team environment. The report concludes with a summary of the main points and the importance of team building, emphasizing the need for well-defined roles, strategies, and ongoing support to achieve organizational goals. This assignment provides a comprehensive overview of team building and management, offering valuable insights and practical strategies for fostering high-performing teams.

TEAM
DEVELOPMENT
Name of the Student
Name of the university
Author note

Responsibilities as a
Management Consultant
■ To strategize
■ To meet objectives for the organization
■ To investigate the profit areas
■ To make suggestions on improving ROI
■ Improve on production
■ Improving efficiency
■ Lastly, to build an effective team with efficient leaders

Effective team building
■ Team work serves as the strength for the organization.
■ As a team, learning together for the employees become extremely
easy (Sutton and Austin 2015).
■ Effective team can lead to positive goal achievement as they work on
group intellect.
■ It helps improving many conflicts within the organization and also
allows options for proper interpersonal communication.
■ Performance becomes better when the employees create groups and
work in teams.

Tuckman’s model
■ The five stages of Tuckman’s model is used effectively for the team
building process.
■ According to this, the chronological behaviour of every team member
is judged, which is critically a difficult thing.
■ Each member of the team is not necessarily showing the same
behaviour each time they are assessed so generalizing the behavioral
traits is the limitation of this model.
■ By using this model, competencies and talents can be clubbed
together as in all the time competencies are not exposed by the
concern person and even there are latent talents that needs to be
identified by the management consultant (Tabassi 2017).

Continued…
■ According to the researchers this model provides step in integration of
the employees in team development.
■ It maintains cohesiveness and at the same time increase the bonding
between one employee and the other.
■ Critically, this theory does not always support the fact that employees
will be assessed in step wise competencies (Natvig and Stark 2016).
■ This model will not work for those employees who comes randomly to
participate in the team.
■ There can be employees coming from various genres and assimilate
in a team as for them this model is not appropriate enough as it only
works in strict steps and cannot include haphazard entries.
■ This model always cannot implement all the competencies and talents
as it always vary from person to person.

Teams formed for Projects
■ Teams formed for the particular projects are defined on different
parameters of projects.
■ The project teams are generally formed under the time constraints.
■ This serves as the most disadvantageous for the employees to work
within the strict deadlines.
■ Teams in an organization are build to lower down the workload as
many people working under a team can share their thoughts and
ideas.
■ Project teams in a company creates conflicts among the employees
and does not provide autonomy and liberty of work.

Continued…
■ The roles and responsibilities in a team lies in working with strategies
for attaining the common objectives.
■ Four types of project teams hold individual duties presenting four
different criteria to work for the employees.
■ The group dynamics are always not established among the teams and
that leads to future conflicts.
■ The conflicts and minute dynamics are studied in a methodical
manner in the data collection process (Natvig and Stark 2016).

Continued…
■ To analyze the dynamics of the project certain data collection
methods have been used.
■ The methods include the primary data extracted from the
stakeholders and project teams as they are closely working with
teams and can provide relevant information.
■ These primary data sources have been manipulated to understand
what are the projects and responses for it from the employees (Raes et
al. 2015).
■ The limitation of this data collection method is, not all the

Communication ways
■ The best ways of communicating with the teams is calling them for a
group activity (Levi 2015).
■ Meetings are one of the ways to reach the project teams and give
further instructions to work
■ Conference calls are another ways to keep the team updated with
various required information.
■ Writing handouts and the newsletters can be another way to circulate

■ This model is used for measuring the effectiveness and impact of
training evaluation.
■ The model was found by Donald Kirkpatrick in the year 1959 that
discusses on the learners’ perspectives.
■ It is discovered to meet the requirements of the learner’s response in
respect with the business environment.
■ This famous model deals with the effective four models that include,
Reaction, Learning, behaviour and impact.
Kirkpatrick Model

Continued…
■ Out of the four levels of Kirk Patrick model, the first two levels are
discussed as under,
■ Level 1. Reaction, this deals with the primary parameters of learners’
reaction towards the training.
■ It also identifies the positive and negative impacts of the training
including the areas of improvement.
■ Level 2. Learning, this is second level of the model that deals with the
learning of the trainees in terms of gaining knowledge than before
joining the training.