Buy at AllPosters.com
Different people in a work group sometimes divide the labor on task and maintenance functions. This normally appears to be an informal development; occasionally it is a deliberate strategy designed to overcome personality or technical-task shortcomings, or to compensate for work overload on a manager. While such a division of leadership responsibility can work, groups characterized by above average performance and employee satisfaction are more often than not managed by someone who initiates structure and clearly states what needs to be done and who, at the same time, is sensitive to the emotional side of group life. Jury-rigged leadership sharing arrangements, often observed in professional and office clerical settings, will not maximize teamwork.
The teamwork stage describes a group's condition when it "jells." Teamwork reflects the group's early task successes and the development of positive interpersonal relationships, which encourage the group and build its confidence. All of this provides reinforcement or reward value, and enhances the group's desire for further success if the experience was challenging. The same processes that were getting underway in the prior learning stage gain momentum in this stage. To list a few:
Performance standards continue to develop and probably increase
Group shared norms and attitudes solidify and a unique vocabulary characteristic of the group becomes evident;
Individual and coordinated task expertise approach a peak, and the task-role structure stabilizes;
Teamwork and willingness to help each other are characteristic patterns;
Group processes experimented with and developed earlier for allocating resources, resolving interpersonal conflict, disciplining members and dealing with the larger organizational environment, function smoothly with the full support of most group members; and
A clear, group-shared idea emerges on "who we are and where we are going."