Team BehaviorThe organizational structure is made up of groups and teams. Organizational behavior theory examines types of individual and group behavior as they relate to performance, organizational structure, ethics, and conflict resolution. Extensive research has been conducted in the field of developing and applying team behavior and the positive or negative impact it has on achieving organizational goals. Tuckman's theory of team development, Mintzberg's study of organizational politics, and the Ringelmann effect will be examined. These theories provide insight into the complexities inherent in group structure and the mechanisms organizations need to minimize dysfunctional activities. The terms group and team are used interchangeably for this discussion although they do not have the same meaning. A team is made up of a number of people committed to achieving common goals. Teams help organizations improve performance, reduce costs, and provide employees with a sense of dignity and self-fulfillment. Whether a team's composition is formal or informal, its effectiveness is based, in part, on the culture of the organization and the personalities and roles of the team members. .Team development1. There are critics of the five-stage group development model. Their main point is that this presentation of group development is too static. Do you agree with this criticism? Why? Tuckman's team development phases focus on building and developing teams by analyzing their behavior. The first phase is forming. The group members know each other. Tuckman calls this phase the “breaking of the ice.” The second phase is stormy. In this stage, conflicts and power struggles occur as individuals compare opinions. The third phase is neither... half of the paper......for their results. In organizations, conflict exists between teams. Conflict that is aligned with company objectives and promotes positive employee performance (functional conflict) should be encouraged by management. However, intergroup conflict that hinders business objectives (dysfunctional conflict) must be addressed immediately and eliminated by management. Another form of conflict in organizations is resistance to authority. Mintzberg (1983) describes these tendencies as political games. The whistleblower game attempts to bring about organizational change by reporting practices or behaviors that an individual perceives as unethical and in violation of the law. Organizations with strong ethical standards embrace valid whistleblowing, however, most organizations view whistleblowing negatively and enforce various methods of retaliation against the individual.