Group Formation And Communication Management Essay

A short narration of no more than 300 words sum uping the nature, context and composing of their ascertained workplace undertaking team/group. This should include a brief description of the undertaking in which the squad members are professionally engaged.

A critical rating of their undertaking squads group kineticss n relation to the bing organic structure of theoretical cognition. Should include 3 topic countries sing squad kineticss i.e. struggle, cooperation, communicating etc. Please refer to put text edition for farther information: Levi, D ( 2007 ) Group Dynamics for Teams, 2nd Edition, Thousand Oaks, California, Sage Publications.

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Executive Summary

This paper will discourse implicit in human factors which contribute to group kineticss. More specifically, it will analyze the different phases of group formation and development. It so goes onto reference the importance of effectual communicating in group kineticss and the outgrowth of leading issues.


This paper focuses on the interpersonal issues, frequently referred to as “ squad kineticss, ” that developed during a Project Management group assignment. Group work can be fun, stimulate creativeness, aid people relax, better moral, and make relationships and bonds that would otherwise non develop. Some people are comfy and enjoy hearing and communication in the little group scenes. The feeling of being portion of a group can be a hearty experience if the group is effectual ; nevertheless, group work can raise fright, generate ennui and do people disgruntled and irritated. Indeed, some people are loath to take portion or engage in group interaction ( McCroskey 1997 ) . Almost every facet of Construction and the Built Environment requires some signifier of group work and in order to work efficaciously in these contexts, certain communicating accomplishments must be developed. However, despite the obvious benefits of squad working, there are many obstructions to see, some of which are discussed in farther inside informations in this paper. It is merely through the apprehension of group kineticss that these barriers can be overcome.

This undertaking examined pupils ‘ perceptual experiences of group kineticss and collaborative squad working. The group consisted of five members, all station alumnus pupils on a MSc Surveying distance larning class. The squad worked together to bring forth a figure of fit assignments and subsequently to bring forth a Project Management Plan for a fabricated new school development. While take parting as subscribers during this undertaking work, the pupils ‘ besides observed their several group ‘s kineticss, interactions, struggles, and declarations.

Group Formation and Communication

This paper refers to a well-functioning, interdependent, task-oriented group based on a functional demand, i.e. , they formed to finish a series of inter-related undertakings. Members in this group portion the same end — to successfully finish the faculty, although members would depict success at different degrees in footings of the class sought.

Members worked through the theory documents separately with limited interaction for the initial few hebdomads until the first assignment was due. This assignment required a entry of completed inquiries from one of the theory documents which was indiscriminately selected by the faculty leader. This is the point at which the group initiated contact and began the forming phase of the Tuckman ‘s Five Stages of Group Dynamics. Bruce Tuckman ( 1965 ) developed a 5-stage theoretical account of group development. He labelled these phases:

Forming: The squad is brought together and the assignment is allocated. Team members tend to act independently and although good will may be they do non cognize each other good plenty to unconditionally swear one another. Time is spent planning, roll uping information and bonding.

Ramping: A The squad starts to turn to the undertaking proposing thoughts. Different thoughts may vie for dominance and if severely managed this stage can be really destructive for the squad. Relationships between squad members will be made or broken in this stage and some may ne’er retrieve. In utmost instances the squad can go stuck in the Storming stage. If a squad is excessively focused on consensus they may make up one’s mind on a program which is less effectual in finishing the undertaking for the interest of the squad. This carries its ain set of jobs. It is indispensable that a squad has strong facilitative leading in this stage.

Norming: Finally understanding is reached on how the group operates and the group makes understandings on the regulations and values by which they operate.

Performing: If a group makes it to this stage so they are considered to be extremely executing and this is measured by independency, motive, cognition and competency. There will be a high degree of trust and communicating between members which makes determination devising and struggles much easier to anticipate and decide. It should be noted that many squads do non do it to this phase of Tuckman ‘s procedure.

Adjourning: This is the concluding stage and the procedure of ‘breaking up ‘ the group and traveling on.

( Beginning: World Wide Web. )

Once a paper had been requested for entry, there was really small treatment between the squad about the suitableness and quality of the work before the documents were submitted. Due to go agendas of some group members, a individualistic attack was adopted to the group construction in that the lone norm identified was the usage of electronic mail to pass on. The group seemed willing to trust on the professionalism of each member to order their public presentation. The group consisted of mature pupils who were expected to hold rather a batch of experience working in groups. Other members who might hold preferred more construction did non voice this desire.

There was no communicating between members after the initial undertaking until another entry was required for the class. This was about two hebdomads subsequently, so organizing was non rapidly accomplished. However, it was at this point, where initial development of the chief Project Management Plan assignment began, that the group moved into the acting or coherence phase really rapidly. Three of the members met in individual and a really dynamic, supportive meeting took topographic point. Members volunteered for undertakings they wanted to make and the group was away and running.

As noted, members in this group were all focused on finishing the undertakings successfully and accomplishing the coveted end. This influenced the group ‘s interaction in footings of conforming and bulk influence. All members had a similar degree of committedness to the merchandise which influenced how readily they reached understanding. Since there were no reverberations to holding with another member ‘s sentiment, members rapidly agreed to an attack every bit long as it achieved the end. There was small demand exhibited for one specific individual ‘s attack and as such no struggle state of affairss arose.

During the development of the groups norms ( the 3rd phase of Tuckman ‘s Five Stages of Group Dynamics ) , electronic mail was identified as the preferable method of communicating. All group members live in assorted locations across the state and as such face-to-face contact on a regular footing was non possible, so the group agreed to keep meetings merely when convenient ( i.e. whilst at University seminars/exams ) .


Bruce W. Tuckman ‘s theoretical account of the developmental sequence in little groups has justly been adopted as a helpful starting point about possible phases or stages within different little groups. When the original article was written it was an of import sum-up of the bing literature – and its length of service reflects Tuckman ‘s ability to categorise and synthesise – and to acquire it right. While there may be all kinds of arguments around such attacks to present theory, and around the demand for a theoretical account that reflects the flux of groups, there does look to be some truth in the averment that little groups tend to follow a reasonably predictable way.


This squad, in general seemed to hold a just degree of unfastened communicating. Logical dialogue and brainstorming led to group Sessionss being energetic and focussed. The persons worked at a professional degree with no personal struggle. However, on the downside, there was deficiency of clearly defined functions. This led to confusion sing single duties during executing of the concluding deliverables at every phase, and therefore frequently caused holds in the completion of the undertaking development.

However, effectual communicating was demonstrated when a squad member was sing troubles accessing the University IT installations, therefore efficaciously excepting them from undertaking treatments which were all made through electronic mail and PebblePad. The squad member communicated every bit shortly as possible and explained their absence and still managed to carry through their function in the undertaking by finishing the piece of work they had arranged. The episode highlights the importance of clear communicating for effectivity in squad procedures. If this squad member had non informed the remainder of the group that they were unable to entree electronic mail installations so the remainder of the group may hold assumed that they have left the group and reallocated their work burden to another member – therefore perchance ensuing in extra work and bring forthing unneeded and counterproductive emphasis. In this state of affairs we can see that the communicating web is working expeditiously.

It is all really good to see formal facets of squad communicating through communicating webs. However, informal facets of group communications are no less interesting and important for squad effectivity. Relationships and trust may develop between all members of a squad but it is more likely that some members will confide and pass on with selected members of the squad. Following the initial group choice, a bomber group of course developed of two people who owned and drove the undertaking frontward. This included originating electronic mail contact, planning and deputing functions and maintaining the undertaking on path. This smaller group demonstrated accomplishments and finding to drive the undertaking on top of their other university and work committednesss.

Working together to present a joint undertaking with persons you do non hold a natural relationship with is disputing, peculiarly when communicating is limited to e-mail and forums. The committedness and enthusiasm necessary to come on the work may non be at that place and team members may be rather unfastened about their deficiency of enthusiasm. No one individual has leading or direction duty and these functions have to be negotiated. The success of the undertaking relies on confederation edifice and like minded people, with complementary accomplishments, developing a house relationship.

Because of the limited communicating methods available to the squad and the deficiency of shared experience, it was difficult to make up one’s mind upon a shared end or vision for their undertaking as treatments and dialogues were limited. However despite this hindrance, all squad members felt more at easiness with each other as the undertaking progressed, they had bonded through the shared and consolidative experience. Therefore if this group were assigned another undertaking, their old group experience as a concerted unit is likely be good by heightening group construction, intent, adaptability, and apprehension.


There is a battalion of research on leading within organisations ( Lieberson & A ; O’Connor, 1972 ; Smith, Carson, & A ; Alexander, 1984 ; Stodgills, 1974 ) . More late, Wills ( 1994 ) defined a leader as “ one who mobilises others toward a end shared by leader and followings ” and emphasised that a leader and follower are mutualist and together they must prosecute the shared vision of the group. Therefore, leading is non built-in in a individual person but depends on the group and its ends.

Significant research on leading has focused on leading manners. Stodgills ( 1974 ) described four authoritative manners of leading: autocratic, democratic, individualistic, and human resources. The autocratic manner is characterised by tight control of the group by the leader. In this instance, the leader tells others what to make, restrict treatment on thoughts and new ways of making things, and discourages teamwork. This manner tends to be most effectual when there is a major clip restraint, the group lacks accomplishment and cognition, or the group members do non cognize each other. The autocratic manner is uneffective when the group ‘s end is to develop a strong sense of teamwork, the members have some grade of skill/knowledge, or the group wants an component of spontaneousness in their work.

Moderate group control characterizes the democratic leading manner. In this instance, Stodgills ( 1974 ) suggests that the group members have the cognition and accomplishment, but it is necessary for the leader to organize group action. It involves group members in planning and transporting out activities and promotes the sense of teamwork. Besides, the leader participates as an active member of group. This manner is most effectual when there is plentifulness of clip for the group to work together and there is a high grade of motive among its members. It is most uneffective when the squad lacks accomplishments or cognition and when there is a high grade of struggle nowadays.

The individualistic leading manner gives little or no way to the group. In fact, the group has a high grade of control and assumes duty for run intoing its ends and aims. The sentiment of the leader is offered merely when requested. This manner is most effectual when there is a really high grade of accomplishment and motive between the group members and the modus operandi is familiar to all participants. It is most uneffective when there is a low sense of mutuality and an outlook that the leader is to supply counsel on the undertakings. In the human resource manner of leading, the leader focuses on fulfilling the demands of members with small accent on undertakings.

Consistent with its individualistic attack to construction, this group was loath to denominate a formal leader. Alternatively, undertakings rotated among the members based on their involvements and accomplishments. The member who initiated first contact was seen as the first informal leader ; nevertheless, subsequent meetings were initiated by other members. This deficiency of direct leading was successful in the initial phases of the undertaking, nevertheless as deadlines approached and work loads increased, set uping the function of a chair became important to guarantee the undertaking was completed within the needed timescales. Although there was no formal allotment of chair place, one member of the squad of course adopted a leading function by taking undertaking treatments, deputing undertakings and duties in understanding with the remainder of the undertaking squad and monitoring advancement.

Leaderships frequently emerge of course in this manner throughout the lifecycle of a undertaking. These emergent leaders play important functions in traveling the group toward its ends although they may non be recognised as leaders in the traditional sense. Geier ( 1967 ) has proposed a theoretical account for leading outgrowth in little groups that consists of three phases. This theoretical account presents a procedure of riddance where rivals of leading conflict each other through group interaction and are ousted one-by-one as the group progresses through each developmental phase. The consequence of the riddance procedure is that one individual emerges as the group leader. Harmonizing the Geier, the outgrowth of the leader is a gradual procedure that occurs as a individual achieves position in the group. This person may hold had more clip and involvement to give to the class and other members were thankful for their degree of engagement. This informal leading attack fitted good with the personalities of the group members, although at least one member expressed a desire for more formality in footings of stated duties and deadlines. The leader utilised an interpersonally oriented interaction manner to carry through the necessary undertakings. They frequently reminded group members of their assignments and due day of the months and emphasised their committednesss to the group if members fell behind. They suggested attacks to finishing the undertaking, as did other members. Open treatments were held over email anterior to determination devising, therefore, all members felt they had input to the determinations.

A group of five people without old shared experience, as this squad had, exceeds the bounds of informal undertaking sharing. In non officially denominating a squad leader, this squad created a state of affairs where determinations and ends were often reassessed and changed. There was no 1 with designated authorization to do concluding determinations. Individual squad member functions were vague and duties unassigned. Although to get down with, this deficiency of formal leading worked to the groups advantage by leting members to of course specify their ain functions within the group, subsequently as work force per unit areas mounted and deadlines loomed, these factors led to holding advancement, often changed way, and unequal sharing of work.

Final Thought

Once the group began developing the Project Management assignment, communicating among the members was frequent. The group electronic mail messages were really task oriented and the deficiency of regular face to confront meetings intend that that group coherence suffered as no socio-emotional connexions could be made between group members. Merely one formal meeting was held during the class of the assignment. Just three members of the squad attended the meeting, acceptable accounts were given to explicate absences prior to the meeting nevertheless certain group members did non seek ‘opportunities ‘ to volunteer or take on roles/actions when they had non attended the meeting.

One member of the squad has remained slightly isolate throughout the class of the undertaking, non take parting as often in group treatments as some of the other members. Possibly this person would hold been more involved had they had greater defined function? Precedences and force per unit area of twenty-four hours to twenty-four hours occupations must besides be taken into consideration as this was a important factor in the committedness and public presentation of all squad members. The concluding planning of the group undertaking coincided with the terminal of the fiscal twelvemonth which for any group members who hold occupations in the populace sector, is a clip of twelvemonth when work loads increase and priority must be given to chief occupation committednesss and deadlines. The force per unit area of ‘main occupation ‘ committednesss can non be ignored when working on a group undertaking and there will be times when other responsibilities have to be prioritised but throughout a three month undertaking there was adequate clip from be aftering meetings, email treatments and seminar events for people to hold played an just function.

Despite these issues, this group functioned good within the parametric quantities of the undertaking. The squad had no specific struggles to get the better of during the class of the undertaking and as a consequence were able to follow a method of leading which suited the on the job manner of each of the squad members. This allowed the assignment to be completed to the satisfaction of everyone in the group and without any feeling of bitterness or neglect. All members will go forth the group with a positive position of the interaction among the members, although they may experience the demands of the undertaking were highly demanding with limited clip to adequately give to development of group kineticss and working relationships. This group formed to finish a particular undertaking and as this undertaking is now complete, the group interaction is non expected to go on unless there is a professional ground to make so.


McCroskey, J. C ( 1997 ) ‘Willingness to communicating, communicating apprehensiveness, and self-perceived communicating competency: conceptualisations and positions. ‘ New Jersey, Hampton Press.

Tuckman, Bruce W. ( 1965 ) ‘Developmental sequence in little groups ‘ , A Psychological Bulletin.

Lieberson & A ; O’Connor, ( 1972 ) ; ‘Leadership and Organizational Performance: A Study of Large Corporations ‘ , American Sociological Review 1972, Vol 37.

Smith, Carson, & A ; Alexander, ( 1984 ) ; ‘Leadership: It can do a difference ‘ , Academy of Management Journal 1984, Vol 27.

Stogdill, R. ( 1974 ) . ‘Personal factors associated with leading. ‘ Journal of Applied Psychology.

Volitions, G. ( 1994 ) . ‘Certain huntsman’s horns: The nature of leading ‘ . New York: Simon & A ; Schuster.

Geier, J. G. ( 1967 ) . ‘A trait attack to the survey of leading in little groups ‘ . Journal of Communications.

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Forming, Storming, Norming and Performing,



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