Bruce Tumckman's Model

Teams are vital to an organisation’s functioning and they exist at all levels of organizations and fulfil a wide range of purposes. Team is defined as a small number of people with different skills and tasks that have come together to achieve a common goal. Work teams can also be known as an interdependent collection of individuals (Hackman, 1980). Good team management leads to good team performance which is being proven to be the key building blocks within organisations (Boddy, 2011).
In this essay, individual behaviour will be assessed based on five stages of Bruce Tuckman's team development model. Each team member exhibit different behaviour depending on MARS (motivation, ability, role perception and environment) model which impact the individual’s
Strong culture has almost considered as a driven force to improve the performance of the employees. It enhances self confidence and commitment of employees and reduces job stress and improves the ethical behavior of the employees (Saffold 1998).
The incentives structure of an organisation can affect the way team functions. This has the ability to impact a team member’s contributive effort to the collective team in both positive and negative ways (O'Connor 2006). Performance evaluation is associated with employee satisfaction or dissatisfaction. The higher the employee satisfaction, the better his/her contribution to the team work (Robbins et al.
Tuckman’s five stage team development model consist of forming, storming, norming, performing and adjourning stages. In each stage, team members modify their behaviour. Forming is categorized as ambiguity stage where team members are unclear about team role, goals and structure. Storming is characterized as the intragroup conflict stage and individuals argue on the mechanisms of team functioning followed by norming stage where teams develop strong sense of group identity. Performing is the stage where teams are highly functional and individuals show cohesiveness and respect for each other. MARS (motivation, ability, role perception and situational factors) model of individual behaviour facilitated to understand behaviours and its impact on team performance. A number of external factors also influence team performance. More prominent are organisation’s overall strategy, culture, social rewards and performance evaluation, social dilemmas, social identity, physical work settings and resources. Identifying and maintaining an awareness of external influences, demands, and changes can help build a team that can reach a higher performance