There are different types of formal teams in organizations including hierarchical, specialist groups, and boundary spanning teams. Informal groups are also significant as they influence group norms and rules through friendship and shared interests. Organizing employees into teams provides both individual and organizational benefits such as physical proximity, rewards, and emotional support. For a team to be effective, it needs to go through Tuckman's stages of forming, storming, norming, and performing. Belbin's research identified nine team roles that are important for effective teams including innovator, monitor evaluator, implementer, completer finisher, coordinator, resource investigator, and supporter. Communication and maintaining both task and relationship functions are essential for a team's ongoing success.

1. Teamwork Internal Environment

2. Types of Teams Hierarchical the formal chain of command Specialist groups – work teams given a specific function Boundary spanning – between organisations These are all formal groups

3. Why are informal groups significant? Informal groups are either friendship or interest groups. Often have unwritten rules and group norms and are greatly significant.

4. What are the benefits of organising employees into teams to the individual and the organisation?

6. Forming learn about each other and nature of the group and decisions on structure/hierarchy of group Storming confrontation – disputes and power struggles arise. Questioning/criticism/conflict Norming conflicts resolved – this is the who does what phase Performing Collaboration – decision making established and members get on with their work

7. Why is it important for a successful group to follow Tuckman’s model?

13. Which team role/s do you feel would suit your personality/skills set? What are the implications of Belbin’s theory for Management?

16. Maintenance? Tasks? Initiating Seeking information Diagnosing Opinion seeking Evaluating Decision making Encouraging Compromising Peacekeeping Clarifying and summarising Standard setting

17. Potential Issues with a Team Inter group Conflict why may it occur? Resource competition, differing perceptions, loyalty, domination, conflicting goals How could this conflict be prevented? Moving staff between groups regularly, motivating teams to work together, publish the wider goals of the organisation, regularly exchange tasks between groups

18. Intra group Conflict why may it occur? Members perceiving goals differently, communication poor, personal disputes, changing expectations How could this conflict be prevented? Appointing a strong leader, creating a compromise scenario, look for new approaches

19. Group decision making What are the benefits and drawbacks of groups making decisions?