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Building Blocks

Critically Discuss the role of teams and team development in Project Management utilising appropriate theoretical models to identify how teams can be created, Managed, led and Damaged.

The work of the effective team is important for the successful operation to the organization and the strong team will create it with the hard times. This is very necessary that organization should know who they can build the blocks that are having high performing teams. There are conscious efforts that are required for helping the work of individual or group together as the team. There are times when team finds difficulties in working all together, but this type of things is considered as general organizational or group aspect of the life. Positive relations within team and good performance of team required get maintaining and developing and there are “building blocks” or few features that enable the teams for working well together. In this research report we are providing details about 11 types of the building blocks that are necessary for developing the teams.

Below are the building blocks that are needed for developing the plan which builds on the strengths and enhances the weakness areas of the project team:

  1. Objective should be clear – Mutually agreed objectives and aims and each member of the team has clear understanding for the goal. For developing this: Write the brochure that is publishing team work, user-friendly plan for the team is produced, the day for team planning is hold and always review the objectives and the mission of the project.
  2. Balanced roles – Good balance of the aspirations, abilities and skills should be there. Each individual in the team should have clear understanding for each other’s role so that they can achieve the overall objectives of the team. For developing this: While creating the development plan contain the roles of the team, Give development opportunities like leadership, rotated chairing, work of the project, rotation of job and delegation. (Agarwal 2003)
  3. Effective processes – Good processes are there for reviewing, implementing, communicating and making the decision. There are resource co-ordination and systems for effective information. For developing this: Create the reference list that is easy for team procedures, Team process should get linked to personal development and individual appraisal, Clear minutes will be there which act as reminder, Set the team agenda as agreed and finally review the existing process.
  4. Good communication – Effective communication in meeting and they are very productive also. For developing this: From different team invite people, always keep informed about the important problems to the team, In team meeting always include the information slot, at team meeting include the section of briefing the meeting and discuss how team can make full use of the various communication methods such as team meetings, phone, notice board, message books and electronic. (Ahearn 2004)
  5. Appropriate leadership – Team leader is the one whom whole team trusts and believes. For developing this: Adapt the style of leadership and assess the team development stages, give feedback to each team member as per leadership style, encourage various members of the team for taking lead on some of the tasks or small projects and on understanding of the leadership hold the discussion within team.
  6. Trust and support – Employees support each other by providing help, encouraging the experimentation, offering various ideas, evaluating and listening. For developing this: build achievements of the team, show appreciation for the people who share their achievement and encourage them, for social contact find various opportunities, for the join issues provide opportunities, create the open communication and permit time for discussing about developed shared values and various individual perspectives.
  7. Conflict and Openness – Honestly and openly people express themselves
  8. Mutual co-operation – Individuals experience, knowledge and abilities are pooled and utilize them by team. Within team there should be acceptance for each other’s weakness and strengths. (Albrecht 2003)
  9. Individual development – Openly mistakes are faced and they are treated as vehicle for the learning. Opportunities are provided to individual for developing the new experience and skills. Reward and identify the achievement, in the team plans make sure there is an inclusion of development and training.
  10. Sound relations inter-group – There is good relations of the team with agencies, departments and other teams and respecting and values them. There should be a open day for the team, create joint plan and projects that is very helpful.
  11. Regular review – The team reviews the goals and performance and practice and priorities. For developing this: bring third party comment to observer on the performance of the team, create procedures for reviewing the achievement for team standards and aims. (Anderson 2004)

Individual's diverse qualities will imply that are preferable in a few capacities over others. One of the biggest strength for the effective team lies in blend of abilities and talents.

Leader – This is the leader of the project team and makes basic reason |provides correspondence and vision | illuminates goals | ensures everyone is included, committed and spurred |coordinates the endeavors of the gathering | guarantees that choices are gained and the gathering makes ground

Thinker – There the one in the team who are responsible for creating ideas and gathers and examinations data | tunes in to what is being said and watches what is happening | is once in a while calm before contributing thoughts | thoroughly considers the issue | sees arrangements envisions issues.

Achiever – They are the ones who will turn the ideas from thinker into action and needs to succeed and takes a stab at results |wants to advance towards the objective rapidly |becomes anxious with postponements | challenges presumptions and proposes upgrades | has heaps of excitement | questions lack of concern (Aubé 2011)

Carer – These are the ones who work as resource investigator who explores various contact and opportunities and is worried that everyone is fitting in |contributes amusingness and fabricates connects around the group |works to build up a solidarity |is quick to get everybody to concur |watches out for emotions and demeanors |eases pressure furthermore, encourages a positive soul.

Team Roles

Doer – They are the specialists who have technical skills and knowledge and continuously needs to be dynamic |is arranged to get required to help other people |wants to see improvement and adherence to plans |gets exhausted with excessively dialog |hates time squandering |works difficult to complete the assignment

Leadership things and style help in thinking about the skills that are developed for the leader of the team. Leadership for the team plays crucial role in the success or failure of the team. Leading the small team of operators might not compare the challenges for leading the large and complex company.

Skills for team leader

Below are the things which the team leader requires to have:

  • Optimism and preserve the spirit of the team in resource time scarcity
  • rapidly join a group/association around reconsidered or new objectives in the quick changing condition
  • accept differing and frequently emphatically held perspectives among partner agencies, service users, staff, trustees and funders in creating methodology
  • create inventive groups who can rapidly exploit new open doors (Barrick 2009)

There are various ways to deal with leadership that connection group improvement with elite. Three major functions of the leadership are building the team, developing an individual and achieving the task.

The style received by the pioneer will majorly affect the execution of the group. The Situational Leadership model of Blanchard's and Hersey show proposes that pioneers ought to embrace an alternate style contingent upon each given circumstance and the improvement level of the group.

Groups experience phases of improvement as they move from "shaping" to development. A noteworthy part for the pioneer is to help the group create through stages until they achieve elite. Helping groups through these stages incorporates adjusting your leadership style. In the early stages a more order approach manufactures security, trust and trust in the pioneer's capacity. As groups turn out to be more powerful, a more participative style of leadership ends up noticeably proper. Duty and leadership can be shared among colleagues. (Bunderson 2003)

Lao Tzu defined leadership as: "With respect to the best pioneers, the general population doesn’t see their reality. The following best, the general population respect and acclaim. The following, the general population fear; and the following, the general population detests. At the point when the best pioneer's work is done the general population say 'we did it ourselves'.''

Below are some of the skills that are required for the leadership:

  • Effectively communicate within team, with customer and senior management
  • Focus should always be on the project goal and motivate team members about the aim
  • Always help team members by taking challenges and risks in the project
  • Courage should be demonstrated in the project
  • Within team trust should be build and all members should trust the leader of the team (Bryman 2006)

The understanding of the group dynamics support that lead the team through development stages. Change is a progressing highlight of most non benefit associations. As new activities and regions of work grow, new groups shape and disband, and new individuals go back and forth. Groups might be continually evolving. As they do as such they will experience diverse phases of improvement. A comprehension of gathering elements can help you lead your group through from early phases of shaping to high performing group. (Carton 2012)

Team Leadership

Dynamics of group are the concealed strengths that impact the way a group relates and carries on. Every individual in a gathering brings singular needs that they need the gathering to meet. Specific elements happen as people attempt to fulfill these necessities in the gathering. The way group demonstrations can in this way be viewed as the interaction of at least one individual’s needs. The vast majority of this happens unwittingly, so individuals don't know about the fundamental needs administering their own particular or the group's conduct. In any case we can impact the way a group acts on the off chance that we perceive the requirements propelling people. (Fisk 2002)

Individual and group objectives are frequently working couple. In any case, in some cases they can be experiencing some miscommunication, producing concealed motivation. Here and there people know that they have a shrouded motivation. Regularly they are not intentionally mindful but rather their conduct demonstrates that all is not well.

Tuckman’s created the theoretical model for the development of the team and it contains 4 phases:

  1. Forming – In this stage there is high dependency for the direction and guidance from the leader.
  2. Storming - Colleagues compete for position as they endeavor to set up themselves in connection to other colleagues and the pioneer, who may get challenges from colleagues.
  3. Norming - Understanding and agreement to a great extent shapes among the group, who react well to help by pioneer. Parts and duties are clear and acknowledged.
  4. Performing - The group is all the more deliberately mindful; the group knows unmistakably why it is doing what it is doing. The group has a common vision and can remain all alone feet with no obstruction or investment from the pioneer.
  5. Adjourning – For the teams of the project, temporary committees, at end tasks are forces, there will get finalizing the phases as they identify and celebrate the achievement of the group.

Stage 1 – Inclusion

This is the yearning to interface and connect with other individuals. Right off the bat in a gathering, people need to cooperate and manufacture connections. They have to get comfortable with each different as there seem to be, so far, no nearby ties. There can be a great deal of anxiety, pressure and versatility as people attempt to discover common interests, partners, and conceivable outcomes. (Halvorsen 2013)

Four major tasks:

  1. For negotiate agreement for team working
  2. Create cohesion and trust
  3. Establish control and structure
  4. Foster member’s will desire to the team part

Stages 2 – Control

This worries control, specialist, status, impact and basic leadership. The distress of making and acclimating to this new structure appears in specific practices. These can incorporate deviating from group, power struggles, sub-growing, withdrawal, scapegoating and hostility standards. It's not useful for the group pioneer to feel excessively in charge of this, to battle back or essentially overlook it. It's an opportunity to hold enduring, permit expression and urge the entire group to assume liability for determination. (Kozlowski 2006)

For main tasks:

  1. Protect the standards
  2. Support team to get productive
  3. Maintain the well-being team
  4. Give good leadership without authoritarian

Stages 3 – Affection

The "fondness" stage is about building enthusiastic ties and choosing the level of closeness inside the group. There is a feeling of personality and pulling together. Support and association increment, colleagues are touchier to each other. Relational connections balance out and an all the more trusting and steady condition creates. The group will probably be working agreeably. There is more noteworthy development and self-assurance. There is the potential for more prominent inclusion and association. This implies the group pioneer can embrace a less focal part and urge the group to accomplish its very own greater amount work. (Mach 2012)

Team Development Stages

Role of the team leader:

  1. Creating the teamwork for choice, creativity, goodwill and co-operation
  2. The personal value for each member of the team by using the unique skills and qualities
  3. Group is enabled and be productive
  4. Modeling and providing the good leadership “guiding”

The “building blocks” have effective team in place –

  1. Objectives are clear: Mutually agreed on the objectives and aims
  2. Roles are balanced: Good balance for aspirations, abilities and skills
  3. Effective process: Good process for reviewing decisions, executing, communicating and making
  4. Good communication: Effective communication and meetings will be productive
  5. Appropriate leadership: Team leader should be trusted by all the members of the team
  6. Trust and help: People support each other by providing support, encouraging the experimentation, offering ideas, evaluating and listening (Mumford 2000)
  7. Conflict and openness: Honestly and openly express the people
  8. Mutual co-operation: Individual experience, knowledge and abilities are used and pooled by team
  9. Individual development: "Slip-ups" are confronted transparently and utilized as a vehicle for learning. People are offered chances to grow new aptitudes and experience.
  10. Sound relations for inter-group: The group appreciates great relations with different groups, offices and organizations, each esteeming and regarding the other.
  11. Regular review: The group consistently surveys its execution and objectives and changes its needs and practice in the light of audit. (Nielsen 2013)
  • Consider every representative's thoughts as profitable - Keep in mind that there is no such thing as a dumb thought.
  • Know about representatives' implicit sentiments - Set a case to colleagues by opening up to workers and touchy to their mind-sets and sentiments.
  • Go about as a fitting impact - Search for opportunities to intercede and resolve minor question; indicate constantly the group's higher objectives.
  • Be clear when imparting - Be mindful so as to clear up orders.
  • Support trust and collaboration among representatives - Keep in mind that the connections colleagues build up among themselves (Ordery 2009)
  • Urge colleagues to share data - Stress the significance of each colleague's commitment and show how the greater part of their occupations work together to draw the whole group nearer to its objective.
  • Appoint critical thinking assignments - Give the group a chance to take a shot at inventive arrangements together.
  • Encourage correspondence - Keep in mind that correspondence is the absolute most critical calculate fruitful collaboration. Encouraging correspondence does not mean holding gatherings constantly.
  • Build up group qualities and objectives; assess group execution -Make sure to chat with individuals about the advance they are making toward built up objectives so representatives get a sense both of their prosperity and of the difficulties that lie ahead.
  • Ensure that you have an unmistakable thought of what you have to fulfill; that you comprehend what your guidelines for achievement will be; that you have built up clear time periods; and that colleagues comprehend their duties. (Pinar 2008)
  • Utilize agreement - Set destinations, take care of issues, and plan for activity.
  • Set guidelines for the group - These are the standards that you and the group set up to guarantee proficiency and achievement.
  • Build up a technique for touching base at an accord. You might need to direct open level headed discussion about the upsides and downsides of proposition, or set up research councils to explore issues and convey reports.
  • Energize tuning in and conceptualizing - As administrator, your first need in making agreement is to animate verbal confrontation. (Zaccaro 2004)


Casualness and in addition Participation will keep in mind the end goal to manufacture a compelling group, the atmosphere must be casual, agreeable, and also casual. There ought to be no strain or any indications of fatigue. Groups appreciate getting together, they cooperate effortlessly. There ought to be heaps of genial joking and giggling. Have seating plans keeping in mind the end goal to encourage this. A circle is the best seating course of action for the most part, while a run of the mill classroom game plan is the most exceedingly bad.

Tuning in provide exceptionally proficient group has the colleagues who utilize the powerful listening methods. These incorporate addressing, rewording, and also condensing so as to get out thoughts. Listening is the best element that recognizes successful groups from insufficient groups. The capacity to truly listen is an exceedingly imperative aptitude. Each colleague needs to have it. Listening gives you a chance to comprehend what the other individual is stating. In addition, it demonstrates the other individual that you're occupied with what he/she needs to state. In any case, every one of us experience normal listening issues. (Sundaresan 2012)


Agarwal, R. (2003) Teamwork in the netcentric organization, in International Handbook of Organizational Teamwork and Cooperative Working (eds M.A. West, D. Tjosvold and K.G. Smith), John Wiley & Sons, Ltd, Chichester, pp. 443–462.

Ahearn, K.K., Ferris, G.R., Hochwarter, W.A. et al. (2004) Leader political skill and team performance. Journal of Management, 30(3), 309–327.

Albrecht, S.L. and Travaglione, A. (2003) Trust in public senior management during times of turbulent change. International Journal of Human Resource Management, 14, 1–17.

Anderson, N. and Sleap, S. (2004) An evaluation of gender differences on the Belbin Team Role Self-Perception Inventory. Journal of Occupational and Organizational Psychology, 77(3), 429–437.

Aubé, C.; Rousseau, V. (2011). "Interpersonal aggression and team effectiveness: The mediating role of team goal commitment". Journal of Occupational and Organizational Psychology. 84 (3): 56

Barrick, M. R.; Stewart, G. L.; Neubert, Mitchell J.; Mount, Michael K. (2009) "Relating member ability and personality to work-team processes and team effectiveness.". Journal of Applied Psychology. 83 (3): 377–391

Bunderson, J. S. (2003) "Team member functional background and involvement in management teams: direct effects and the moderating role of power centralization” Academy of Management Journal. 46 (4): 458–474

Bryman, A. (2006). Leadership in organizations. In Clegg S. R., Hardy, C. and Nord, W. R. (Eds). Handbook of Organization Studies, pp.276-292

Carton, A. M.; Cummings, J. N. (2012). "A Theory of Subgroups in Work Teams". Academy of Management Review. 37 (3): 441–470. 

Fisk, P. (2002). The making of a digital leader. Business Strategy Review, 13 (1), 43-50.

Halvorsen, K. (2013). "Team decision making in the workplace: A systematic review of discourse analytic studies". Journal of Applied Linguistics & Professional Practice. 7 (3): 273–296

Kozlowski, S. W.J.; Ilgen, D. R. (2006). "Enhancing the Effectiveness of Work Groups and Teams". Psychological Science in the Public Interest. 7 (3): 77–124

Mach, M.; Dolan, S.; Tzafrir, S. (2010) "The differential effect of team members' trust on team performance: The mediation role of team cohesion". Journal of Occupational and Organizational Psychology. 83 (3): 771–794

Mumford, M.D., Zaccaro, S.J., Connelly, M.S., Marks, M.A. (2000). Leadership skills: conclusions and future directions. Leadership Quarterly, 11 (1), 155-70.

Nielsen, B.; Nielsen, S. (2013) "Top management team nationality diversity and firm performance: A multilevel study". Strategic Management Journal. 34 (3): 373–382. 

Ordery, J. (2009) "Leading Parallel Global Virtual Teams:". Organizational Dynamics. 38 (3): 204–216

Pinar; R., Kari; G., Odd E. (2008) "A multiagent framework for coordinated parallel problem solving". Applied Intelligence. 33 (2): 132–143

Sundaresan, S.; Zhang, Z. (2012) "Parallel teams for knowledge creation: Role of collaboration and incentives". Decision Support Systems. 54 (1): 109–121

Zaccaro, S. J., Kemp, C., & Bader, P. (2004) Leader traits and attributes, In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.) The nature of leadership (pp. 101-124)

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