haring diagnosis, action planning, action implementation, and behavioral evaluation. This style is repeated as new problems are identified. Not all work groups are teams. Reilly and Jones (1974) list four essential elements of teams: goals, interdependence, commitment, and accountability. The members must have mutual goals or a reason to work together; there must be an interdependent working relationship; individuals must be committed to the group effort; and the group must be accountable to a higher level within the organization. A good example is an athletic team, whose members share goals and an overall purpose. Individual players have specific assignments they are responsible for, but each depends on the other team members to complete their assignments. Lack of commitment to the team effort reduces overall effectiveness. Finally, the team usually operates within the framework of a higher organization such a league. The overall objective of a work team is to exercise control over organizational change (functionally, this involves increased decision-making and problem-solving efforts), although a side effect may be to increase the productivity of individual members. A primary objective of team building is to increase awareness of group process. In essence, the group members will learn how to control change externally by experimenting internally. The team-building effort will concentrate on barriers to effective functioning and the selection of strategies to overcome these barriers. Organizational failures often are not a result of poor leadership but of poor followership. Few training programs teach how to be an effective member of a democratic group. A team member is one of a group of mutual followers. Observation of individuals functioning within teams leads to the following list of characteristics of an effect team member. Is friendly,„h Understands and is committed to group goals; „hSuch a person: Acknowledges and confronts conflict„hconcerned, and interested in others; Includes others in the„h Listens to others with understanding; „hopenly; „h Recognizes and respects individual differences; „hdecision-making process; Values the ideas and contributions of others;„hContributes ideas and solutions; Encourages and appreciates comments„h Recognizes and rewards team efforts; and „h about team performance. These characteristics are in sequential pattern, alternating task and relationship behaviors. This pattern of behaviors is the starting point for the development of effective team building. STAGES OF TEAM DEVELOPMENT Team Building is a planned change intervention that focuses on the dynamics of a team¡¦s functioning. The purpose of team building is to improve the team¡¦s capacity to adapt, allow members to function at their most productive resourceful levels, and to achieve the teams goals. In developing teams there are four different stages that must be fully accomplished in order to reach its mission through achieving higher quality in the workplace. These stages in sequence are: Forming, Storming, Norming, and Performing. The first three stages of team development must be completed in order to achieve stage four. In each stage there are distinct behaviors, feelings and questions which team members can experience. In stage one, Forming, personal relations are peculiar by strength. Team members depend on considerate and imitated behavior and look to the team leader for standpoint and guidance. The conjoint or mutual feelings Excitement, expectancy, and uniformed optimism.„hthat are used in forming are: Showing conditional„h Happy to be selected as being part of the team. „h Having doubts, concerns and uncertainty about the job„hattachment to the team. or the task ahead. The team members also have questions and remarks that they ¡§Who are all these„hexpect to be answered by team developers, they are: ¡§This might be„h ¡§Everyone is being so polite.¡¨ „h ¡§Why

Some topics in this essay:
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