1. In the forming stage, the leadership roles have to be clearly defined as a lot of information is required to set the goals and procedures (Wyoming, n.d.) while this leadership is challenged in the storming stage as resistance builds up (McGreevy, 2006). According to McGreevy (2006 the atmosphere is still artificially polite but enthusiasm is high, although commitment is low both in the forming stage and the storming stage. In the norming stage cooperation, communication, expression, cohesion, team building efforts, group unity and increased sharing of responsibilities takes place which matures into interdependence in the performing stage. The group is now cohesive and works towards goal attainment but chances of complacency and downfall are high. In the adjourning stage the relationships and the tasks have to come to an end and they enter the renewal cycle where development process begins again.
2. Teams can bring together skills and experience that far exceeds those of any individual (Castka, Bamber, Sharp & Belohoubek, 2001). Team communications support real-time problem-solving and initiative. A social dimension through teams enhances the economic and administrative aspects of work. Ownes, Mannix and Neale (2003) contend that the negative effect can also result because diversity makes it difficult for team members to work together. Diverse teams are more likely to overspend the budget, miss important deadlines, take longer to make decision than homogenous teams. Tasks which require high levels of trust, interdependence and communication, may be adversely affected. Thus heterogeneity based on knowledge and skills can interfere with team’s ability to foster social relationships.
3. Communication refers to understanding of the meaning by the receiver. The four functions of communication include control, motivation, emotional expression and information. Communication can be interpersonal or organizational. Organizational communication can be formal or informal – the formal helpsthe
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