Team formation within the personnel management and sport the phases and the structures of the composition of small groups are called, in contact step over in arbeitsteiliger responsibility a goal directly with one another to reach. During the team formation one concentrates on a clearly defined target. The team term is hardly to be excluded from the today's linguistic usage.

Conceptual demarcation

Often the term is e.g. replaced replaced by other synonyms like Kollegium, committee, committee or equated with group work. A team is also a group, but not each group is a team. Teams can be differentiated from groups on the basis the following criteria:

• A team is usually a small's group, with all members direct, dh. from face to face, in contact step.
• They are defined as a relatively durable or at least working group formed for a longer period.
• It concerns thus here an goal-oriented community.
• The work style of a team is characterized by cooperative interacting and collective responsibility.
• Contrary to the group a team is a hierarchy-spreading small function-arranged working group.
• A team is coined/shaped by a pronounced community spirit (teamspirit), and a relatively strong group coherence.

General requirements

Teams should not to be formed be able to be handled problem-free particularly with increasing task complexity, there data processing, control and responsibility any longer by individuals. Here it is to be made certain importantly that the team members possess as different a qualifications as possible, in order to complement each other mutually optimally. On the one hand the team formation can be seen as a life cycle, which is subject to the responsibility of each individual member. The education is a recurring process as a clear and singular identity is developed.

On the other hand a set forward place also always carries the qualitative responsibility for the optimal composition of necessary resources in a team. So the individual desires and ambitions of the team members must be considered, in order to be able to recognize thereby the contribution of each particular. Team formation is thus no short term affair and refers also not only to individual team members.

A further cause for team formation is in the democratization tendencies and in social changing values of organizations. These led to an authentication crisis of hierarchical direktiver structures and favoured the structure of partizipativer organization forms.

Team formation

Phase model

The team formation can be regarded as development process, whose expiration can be arranged into four phases:

1. Orientation phase (forming)
2. Confrontation phase (storming)
3. Co-operation phase (norming)
4. Growth phase (performing)

• The orientation phase is to equate with the developing phase of the team. Here the members must find their own role due to certain expectations. In this development stage first becoming acquainted with the participants takes place. Still no bonds of trust, one exist practice in restraint. Primary points of reference are setting of tasks which can be treated and the team leaders.

• The second phase, which is confrontation phase, of special importance, since it decides here whether the team continues to exist, or due to insurmountable conflicts disintegrates. It comes to struggles for power, opinions and feelings is openly expressed. Ability these conflicts to be solved, comes it at the end of this phase to the definition of the task roles, it a fundamental agreement formed. Exactly observed, comparisons will become employed the other group participants, whereby orientation away from the group leader induces itself to the entire team.

• In the following co-operation phase develop a we feeling, ideas and thought are openly exchanged. It prevails a friendly climate of the confidence. Co-operation takes place now generally speaking team. In this phase the team found a solid drilling platform and continues to remove this. The team grows together increasingly, whereby the contact is reduced to the external world.

• In the last phase, the growth phase, now the entire team energy flows into the task accomplishment. Due to high group coherence now also maximum performances are possible.

It pay attention that the individual phases can be gone through also repeated, if a new team member occurs a change of the task position an existing team or arises. (see: jublaund social authority)

By the participation in a team the team members have the feeling something larger to carry out and to it belong. By this feeling increase the self value feeling and the motivation of the members, which again positively affects the work.

Of a well working team can be spoken only then if the community achievement exceeds the sum of the individual performances. (see: Human Resources)

Also the composition of a team concerning the question of the homogeneity and/or heterogeneity , the team formation affects. Homogeneous teams have tendentious smaller co-ordination conflicts, have however only smaller resources variety. Heterogeneous teams exhibit achievement advantages, are however somewhat unstable. The increased co-ordination expenditure for use that resources variety and the exaggerated integration in the sense of the Groupthink phenomenon, with which a team obtains hastily and selectively, i.e. under neglect of substantial information, consent, is hinderlich for the achievement of the team.

In order to educate teams efficiently and fast, coworkers on team training meetings are trained.

Team Design/structured model

Beside the phase model of the team formation also the resource-oriented composition of teams finds due to the tasks and existing and/or zuzukaufender authority application which can be settled within the personnel management. On the basis of the fact that a ideal-typical team should combine all authority in itself, necessary for the completion meeting demand of a work, it can be determined due to suitable suitability-diagnostic measures, which resources are too strongly represented to be missing and/or. Admits is the example of a team, in that it to more than an informal leader gives as well as a formal leader, that is not with the informal leader. At the same time if a constant and/or conscientious or mediating instance is missing, to over-coincidental conflicts are often released, which affect the result of working unfavorably.

A well-known structured model for the conscious composition of teams in the working process is the DISG model, which assigns clearly allocationable resources to each coworker within a closed model. The realization of these connections leads both with the team members, and with the personnel responsible persons to an increase of the quality within the range of the personnel management and personnel operational planning.

See also

• Team
• Team roles
• Team dynamics
• Group
• Group work
• Project
• Project organization
• Secondary organization
• Process
• Team training
• DISG

Literature

• Helmut Kasper/Wolfgang Mayrhofer (Hrsg.): Personnel work, guidance, organization "work in and with groups of "chapters 2: The meaning of group work [S.295 and 296]; 2. Edition, Wirtschaftsverl. Ueberreuter 1996 (ISBN 3-7064-0248-3)
• Hand dictionary of the organization: Gerd Wiendieck "teamwork "[S.2375-2382]; 3. completely again gest. edition, publishing house Poeschel, 1992 (ISBN 3-7910-8027-X)
• Armin Poggendorf & Hubert player: Team dynamics - a team train, moderate and systemically set up. 280 S, Junfermann publishing house, Paderborn 2003, ISBN 3-87387-531-4

Related links

• Action-oriented learning conditions: 11. May 2006
• Jubla conditions: 10. November 2004
• Human resources conditions: 10. November 2004
• ICG conditions: 10. November 2004
• Social authority conditions: 11 November 2004
• 4Managers conditions: 22. November 2004
• ICG Teambild

Resuming literature

• Jon R. Katzenbach and Douglas K. Smith: 'The Wisdom OF team: Creating the High performance Organization. Bosten Harvard Business School press 1993 (ISBN 0-87584-367-0)
• Armin Poggendorf & Hubert player: Team dynamics - a team train, moderate and systemically set up. Junfermann publishing house 2003 (ISBN 3-87387-531-4)
• Jay Ros: Success secret team formation. Falcon 1998, ISBN 3806873615

Articles in category "Team formation"

We found here 8 articles.

Related Websites

We found here 4 related websites.

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• The Dynamics of Team Formation
  The Dynamics of Team Formation. by Robert W. Wallace. Posted October 26, 2001