Team Collaboration - Research Paper Example

Team collaboration Lecturer Topic A team does more than a group of people working together. A high performing team is characterized by agroup of people sharing a common vision, metrics, goals, and who collaborate, hold and challenge each other so as to be accountable to achieve exceptional results. There are many types of teams, the first being the operational team. Upon joining a company, sometimes one is placed on a team of individuals who work together daily (Amy, 2004). Examples of such themes are Human Resources and the Marketing department.

Within this purpose, there is an exact mission or goal on how the team is to support the organization. The second type is the leadership Team which has the strategic role in directing the company’s business decision. Most companies have such a team. Another type of team is the cross-functional teams. This is sometimes called the project team. It incorporates workers across different functions of the organization; mainly people with diverse areas of knowledge. They come together to share their knowledge toward a common goal.

A familiar situation that needs a cross-functional team is the initiate of a new product (Robert and Barb, 2003). Sometimes we have a self-managed team. This type is also called a self-directed team; in this team, no position is granted authority. In a bid to working towards a regular goal, the team forms their action items, education, roles, and rewards system. This is usually founded on a very realistic what works, what doesn’t criteria. Some organizations have a quality circle team.

This team works in a structured way to allow innovation at the same time as making management conscious of daily issues. Persons working in this team seek to locate, examine, and address issues in the workflow of their company. This is aimed at improving performance (Amy, 2004). The last type of team is the task force. This is a group of specialists that are called together with an aim of solving a predestined, distinct, and an assignment that comes once. If the duty recurs, sometimes it may also be called a commission (Amy, 2004).

Developing a group into a team can be done in a four step process. The first stage is called the forming stage. In this stage, there is high dependence on leader for direction and course. There is minimal agreement on team aspirations other than those established by the leader. Individual responsibilities and roles are uncertain. The leader is obliged to answer many questions concerning the teams purpose, mission and external relationships (Amy, 2004). The next stage is the storming stage.

It is characterized by decisions not coming easily in the group. Team members compete for position as they try to ascertain themselves relative to other team members as well as the leader. The purpose of the team becomes clear but abundance of uncertainties continues. This leads to the third stage which is the norming stage. Here agreement and harmony is largely formed in the team. The team responds well to the leader’s facilitation. It is at this point that responsibilities and roles are apparent and received.

Crucial decisions are made by team agreement while smaller ones may be allotted to persons or small teams within group. The last stage is the performing stage. At this stage the team is more tactically aware. Every individual knows the direction of the team. There is a shared vision and no interference comes from any leader (Robert and Barb, 2003). ReferencesAmy, L. H., (2004). Distributed Team Collaboration in a Computer Mediated Task. London: \Storming Media.Robert, B. M. Barb, W, (2003).

Team building: an exercise in leadership series Crisp50-Minute Book . New York: Cengage Learning.