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Teamwork can be defined as a group of people working together in a cohesive manner and contributing their individual knowledge and skills to achieve a common goal (Mitra 2007; Stockley n.d.). There are few jobs that do not involve individuals interacting with their colleagues, in a team. In the workplace, individuals must work together cohesively to achieve the goals of the business (Mitra 2007).

Teamwork has increased as businesses have begun to embrace teams and teamwork as an effective way of doing business. Supervisors are increasingly being

replaced by team leaders, while employee morale and motivation have improved because employees feel that their contributions are valued (Stockley n.d.).

According Deshmukh (2009), one must consider the benefits of teamwork in order to prove that it is important. The benefits of teamwork in the workplace therefore include (Deshmukh 2009):

• Young team members gain from the experience and knowledge of their older counterparts by learning faster;

• The workload is distributed among all of the team members, allowing each person to concentrate on a single activity;

• Unity and friendships are forged between team members as a result of their continuous interaction with each other;

• Teamwork fosters healthy competition between team members;

• Constructive criticism offered by other team members inspires individuals to become more creative;

• Working in a team enhances job satisfaction as employee performance improves and the job becomes more enjoyable for them; and

• The overall work speed is increased because there are several people involved in the completion of each task.

Research has shown that entrepreneurship is a group activity, thereby contradicting the traditional description of an entrepreneur as a “lone hero” (Gartner, Shaver, Gatewood & Katz 1994). An entrepreneurial team consists of a group of individuals who are involved in the establishment and management of a new venture (O’Connor et al. 2006). Consequently, teams of entrepreneurs are vital to the growth of new ventures and are frequently more successful than single ventures (Deenes 2003;

Weinzimmer 1997).

Teamwork is one of the most important characteristics incorporated in the role of a manager as it assists individuals in making productive and creative contributions to the tasks that they share. In addition, the pooled expertise of teams has become vital to organisations owing to changing organisational structures (Hough, Thompson, Strickland & Gamble 2008:173). As team members, individuals will ordinarily

contribute their professional skills, knowledge and expertise to a business (Hough et al. 2008:304). Team members are prepared to dedicate their energy towards the development of the team and the support of their fellow members, as well as ensuring the competent and efficient performance of their tasks (Cullen 2001:45;

Hough et al. 2008:304). When selecting a team, the combination of useful skills and market or industry know-how required by the business, as well as the degree of compatibility between members, will determine the team selection (Burns 2001:260).

A variety of skills, good communication and cooperation between team members can accelerate information gathering and in turn increase innovation and enhance business success (Matlay & Westhead 2005; Zahra & Wiklund 2002).

High-performing teams have a clear understanding of their goals, as well as possessing the necessary technical skills and abilities for goal achievement. Team members also have the ability to adapt their skills when necessary. Furthermore, great mutual trust, unified commitment and good communication exist between team members (Du Toit et al. 2007:197). In addition, the success of a team is influenced by the level of communication within the team and by the standard of leadership (Hough et al. 2008:304).

A team climate encourages individuals to feel relaxed and work together comfortably, which consequently enables them to be straightforward and open, and better prepared to take risks. Team members stand to benefit from this positive atmosphere, as well as experiencing their involvement in the team as satisfying and rewarding (Cullen 2001:45; Hough et al. 2008:304). Effective team structures permit active and energetic problem-solving, as well as generating creative strength and new ideas from its members; innovative risk is rewarded and good ideas are implemented (Cullen 2001:45). Therefore, whether in business or in personal life, being part of a successful team is a satisfying and beneficial experience (Hough et al. 2008:173).

3.2.1 STAGES OF TEAM DEVELOPMENT

Effective teams do not just happen; they must be developed, and this may require time. It has been said that teams experience a four-stage development process

(Burns 2001:262). Cullen (2001:36) notes that teams normally progress through different stages in their life cycles and as such, the challenges and management requirements of the team may vary according to these stages (Cullen 2001:36).

Team performance in these stages is therefore dependent on both the individual learning and degree of collaboration among team members (Hough et al. 2008:305).

According to Cullen (2001:37) and Hough et al. (2008:306), the four stages of team development are: Forming, Storming, Norming and Performing. Each of these stages will be discussed in the sections below.

3.2.1.1 Forming

The establishment of the new team is the primary focus of this first stage of team development. This stage is characterised by a lack of clarity concerning the group’s purpose and the members’ expectations. Individuals are interested in determining what behaviour is considered acceptable, as well as determining the real task of the team and defining the team rules (Cullen 2001:37; Hough et al. 2008:306). Team members are not yet familiar with each other and therefore tend to be civil and compliant (Burns 2001:262; Hough et al. 2008:306). During this forming stage team members typically want to be told what to do. Interactions and conversations tend to be superficial and are directed to the official leader (Hough et al. 2008:306).

3.2.1.2 Storming

The storming stage of team development is a period of elevated emotions and tension among team members. Resentment and in-fighting may occur in this stage and the team typically goes through a great deal of adjustment (Burns 2001:262;

Cullen 2001:37). The team members’ original unwillingness to state their opinions is followed by a period of disagreement. In the storming stage, members feel open to disagree with each other and the leader, and queries, concerns and frustrations are expressed. Ideas are contested, closely assessed and even “shot down”. Team members form alliances which can cause subgroup conflict, and the responsibilities and procedures of the team are queried. Team members enjoy disputes and as a result, evade their tasks. However, some teams may never experience this stage owing to the members’ fear that stating their differences will result in the team’s

destruction (Burns 2001:262; Hough et al. 2008:306). Teams who fail to experience storming never learn how to handle their differences. Yet the conflict need not be too heated or counterproductive (Cullen 2001:37; Hough et al. 2008:306).

3.2.1.3 Norming

Once teams emerge from the storming stage, they learn from their successful experience of interacting with each other. The team develops guidelines for conflict resolution, decision-making, interpersonal communication, assignment completion, and the supervision of meetings. Shared leadership becomes clear, and trust is improved owing to the development of norms. It is also possible to disagree with each other without personal attacks occurring. Team members start to enjoy meetings and each other, and a competitive unity develops (Burns 2001:262; Cullen 2001:37; Hough et al. 2008:307).

3.2.1.4 Performing

The performing stage is the pay-off stage as the team has reached an important milestone. The team has discovered how to be a team, agreement has been reached on its goals, roles and norms, and the members are focused on generating results.

Creative confrontations and innovative problem-solving are carried out. The team has a readiness to assess its performance regularly and take corrective steps if necessary. Team members take initiative and responsibility without waiting for the leader’s direction. The team’s progress toward achieving its goals is obvious, therefore team celebration takes place and praise is awarded from other divisions in the business (Cullen 2001:38; Hough et al. 2008:307-308).