MGMT 309- Interpersonal skills in organization

Please use this reference, this is the course textbook reference:

Janasz, D. (2006). Interpersonal skills in the organization. Tata McGraw-Hill Education.

Note: You can also use other references along with the youtube link. Describe each of the stages of development of Interpersonal Skills in an organization.

Interpersonal skills in organization

Description of each stage of team development

Teamwork is considered the most valuable execution among the living beings of the world. From ants to human beings display teamwork in their daily purposes. Organizational business dynamics and sports activities have a common similarity. This is the teamwork through which efficient executions are delivered. There are five stages of team development. These stages are classified below:

• Forming: This stage involves a time of inclination and getting acquainted. In uncertain times this stage provides focus on leadership and authority. An individual who possesses conceptualization or authority may be linear to take monitoring. Do team members depend on questions like What does the team offer me? Another one is that What is expected of me? It is followed by the assumption that it can be fit with standardization. In this interaction, social involvement is being used to make everyone know each other (Youtube.com, 2021). 
• Storming: This stage is considered the most critical and complex stage to pass. It is time prolonged with competition and conflict as individual personalities emerge. The performance of the team can be minimized in this stage due to the energy put into inefficient activities. Individuals may disagree on the goals of a team, and for this purpose, the use of sub-groups and cliques may form around rigid personalities or bases of agreement. To pass through this stage, individuals must execute to overcome hurdles, accept individual differences, and work through the clashing concepts on the tasks of teams and objectives. In this case, the team can be bogged down at this stage. During this time, failure to address clashes may result in long-term issues.
• Norming: In this stage, the conflict or clashes among the team is being resolved. It is followed by consensus development which is based on leaders or individual roles. Interpersonal variations start to be mitigated, and the essence of cohesion and unity sparks. The team performance maximizes during this stage as individuals learn to cooperate and start to focus on the team objectives. In this case, harmony is valuable, and disagreement can be considered as a matter of issue in this context. 
• Performing: In this stage, the cooperation and consensus have been well-formulated, and the team has been well-functioning, organized, and mature. There is a transparent framework that individuals on the team have to be committed to the mission of the team. Issues can emerge, and it has to be resolved in an effective way. It is required to consider that the team has to linear on problem-solving methodologies and achieving the team objectives. 
• Adjourning: In this stage, most of the goals of the team have been accomplished. The emphasis is on molding the final tasks and documentation based on the effort and results. In this case, when the workload is being reduced (Janasz, 2006, p.7). Individual members of the team may be reassigned to another team and can form disbands. There may be regret as the team ends. Therefore, in this case, the ceremonial acknowledgment of success and work is needed. It can help the team to be committed and responsible. 

Responsibility of leaders in each stage

Leaders are the essential requirements in the management of teamwork. Through the use of leadership, the team works in a particular direction. The essence of leadership provides the team to maintain a structure. It is essential that the guidance of the team cannot be executed without the presence of a leader. These stages are classified below:

• Forming: The leaders in this stage have to be considered with a similar kind of experience based on the first day in a new job or at a new school. In this stage, the leaders have to be excited and polite in a parallel way (Chin, 2015, p.5). The leadership in this stage is mainly focusing on team dynamics for the formulation of team roles. In this case, the team leader will take the march to guide the individual team members. In this stage, the leader has to be involved with the team members in the discussion of goals, rules, and roles. 
• Storming: The leaders in this stage are like the new roommate, which is based on idiosyncrasies. For leaders, monitoring conflicts is essential. The clashes among the team members based on the working styles have to be vigilant and recognized by the leader. It also involves the use of team members for the discussion of team goals and monitoring performance. The leaders during this stage have to be reluctant, and they must have a stress-free attitude. It can help the team to function in a smooth way. 
• Norming: In this stage, the leaders have to understand the clashes and provide mitigations for the value of the strengths of the teammates. In this stage, the team members have to maximize respect based on the roles of the leadership. In this stage, the leaders have to understand the essences of familiarization and bonding, and it can help the teammates the comfortable with their feelings. The new tasks can have some degree of difficulty, and for this, the leaders have to be relinquishing their executions. 
• Performing: In this phase, the leaders can have the highest degree of satisfaction. This satisfaction can also provide relinquishment to the team members. In this stage, the leaders can illustrate their problem-solving skills through which functions can be improved. In this, every member of the team, including the leader, has to work like a well-oiled machine (Hobson et al. 2014, p.7). It must be accompanied by freedom of conflict and process in sync based on the same objective. 
• Adjourning: In this stage, the leaders have to be proactive and progressive in their executions. In this phase, the leader has to be accomplished in nature. In this stage, the leaders have to make proper associations of breaks and cohesion of the linkages. The leaders have to make close bonds and associations through which the motivation and confidence of the team members can be increased. 

Conflicts and mitigations

Conflicts are common in teams. It is mainly because of differences of opinion. The opinions are based on the differences in human perspectives. The conflicts in the team have to be received through efficient mitigations. Or else it can provide a hindrance to teamwork. 

These stages are classified below:

• Forming: In this stage, the interactions among the team members have to be executed. For this purpose, the leaders have to be benevolent in nature. In this stage, conflicts can arise based on personal issues, skills issues, and mismatches between opinions. The mitigation rules that are needed to be followed are that strong enhancement of leadership is needed. Making friends with each team member is needed in a proportionate way (Giudici & Filimonau, 2019, p.7). The highlighting of the personal skills and background of the team members has to be focused on. Every team member has to be cohesive in their conduction. 
• Storming: In this stage, every team member will illustrate their individual skills. During this time, due to various kinds of factors the conflicts and clashes can arise. It is required to be solved through the presence of an effective leader. The mitigation, in this case, can be functioned through the use of sharing of ideas and acknowledging of peers. In this stage, a better communication process has to be flown so that every team member can be efficient in their executions. 
• Norming: In this stage, helping and supporting each other is needed as a matter of focus. During this time, clashes and conflicts can be found which are based on differences in personal opinions and interpersonal perspectives. In this stage, the team has to be responsive and must work in a cohesive way. The issues based on internal competition and responsibilities can be regarded, but they can be mitigated through the use of efficient leadership strategies and division of work in a proportionate way among the team members. 
• Performing: In this stage, the efficient performance is benignly contrasted. The issues which are involved in this stage are based on jealous feelings conflicts and egoistic clashes. In this stage, the maintenance of trust and cohesion is needed for the execution of the best. The mitigation can also be programmed through the use of the leader’s opinions and compromising regulations. 
• Adjourning: It is a stage of accomplishing a mission and achieving the spirit of success. In this case, issues based on interpersonal rivalry and personal ego can provide a generation of conflicts. It is required to be mitigated through the use of efficient leadership so that the balance of motivation among every team member must be proportionate in nature. In this stage, the upcoming missions of the team have to be considered, and it is required to be subjected to proper understanding (Mercader et al. 2021, p.5). The team has to choose from the time of start to the time of the end, and it can help to provide better modulation in the management of the team. The team is also required to be progressive in their excellence. 

Leadership styles

The leadership styles are the special kinds of arts that are required by the leaders of the team to provide a benevolent execution. Through the use of leadership styles, leaders can conduct their work based on their respective roles and duties. It helps to provide a better classification through which a team can work as a cohesive unit. 

These stages are classified below:

• Forming: In this stage, the use of autocratic leadership is required to be possessed by the leader of the team. It is because autocratic leadership provides the leader to act in an individual way that is efficient and provides no questions to the team members. It means that the leaders are well enough to formulate efficient decisions for the welfare of the team members. In this stage, the leader has to be dominant in nature (Ejimabo, 2015, p.5). During this time, the amalgamation of the team members’ views is needed to be monitored and proclaimed. 
• Storming: In this stage use of authoritative leadership is needed to be used by the leader. In this style of leadership, the leaders are involved in efficient conferences with the team members and find out the best possible decisions which are efficient in nature. Through this leadership, the leader can minimize tension, conflict management, and enhance commitment. In this stage, the leader has to be practical in their approach.  
• Norming: In this stage, the leaders of the team have to involve in the pacesetting leadership style. Through the use of this leadership, leaders can run hard and fast to achieve the goal. It is also required to mention that the leader must be slow and steady to reduce any kinds of flaws. Through the use of this leadership, the motivation of the team members is increased. Encouragement is needed in this case as a matter of focus. Individuals on the team have a progressive attitude and must provide value to every phase and occasion. 
• Performing: In this stage, the leader has to be proclaimed with the leadership style of democratic leadership style. Through the use of this leadership style, the leaders can share efficient information with the employees and can involve in the decision-making procedures. In this leadership style, the team members are independent and have the enhancement of fraternity with each other (Yang et al. 2011, p.7). In this consideration, the leader has to be involved in concentrating on the benefit of the team members. The leader has to provide the circulations of coaching, mentoring, and development skills. 
• Adjourning: In this stage, the leader has to provide the leadership style of coaching leadership style. Through this leadership style, the leader can teach, guide and train the team members for their future accomplishments. The leaders have facilitated the value of experience and reinvention reflection. It also involves the team members staying in touch with the team members for further improvements. It can help to provide efficient bonding, which can be used as the core strength of the team and through this team can work in an efficient way to provide success. 

References

Chin, R. J. (2015). Examining teamwork and leadership in the fields of public administration, leadership, and management. Team Performance Management: An International Journal.

Ejimabo, N. O. (2015). The influence of decision making in organizational leadership and management activities. Journal of Entrepreneurship & Organization Management, 4(2), 2222-2839.

Giudici, M., & Filimonau, V. (2019). Exploring the linkages between managerial leadership, communication and teamwork in successful event delivery. Tourism management perspectives, 32, 100558.

Hobson, C. J., Strupeck, D., Griffin, A., Szostek, J., & Rominger, A. S. (2014). Teaching MBA students teamwork and team leadership skills: An empirical evaluation of a classroom educational program. American Journal of Business Education (AJBE), 7(3), 191-212.

Janasz, D. (2006). Interpersonal skills in organisation. Tata McGraw-Hill Education.

Mercader, V., Galván-Vela, E., Ravina-Ripoll, R., & Popescu, C. R. G. (2021). A Focus on Ethical Value under the Vision of Leadership, Teamwork, Effective Communication and Productivity. Journal of Risk and Financial Management, 14(11), 522.

Yang, L. R., Huang, C. F., & Wu, K. S. (2011). The association among project manager’s leadership style, teamwork and project success. International journal of project management, 29(3), 258-267.

Youtube.com (2021) Remember The Titans – Forming, Storming, Norming, Performing, Adjourning, Retrieved from: https://www.youtube.com/watch?v=hEJaz3sinEs [Retrieved on: 1^st December, 2021]