ABSTRACT
In many organisations teams are used to manage complex projects involving research, design, process improvement, and even systemic issue resolution. This is different from organisations with a traditional manager role being responsible for providing instruction, conducting communication, developing plans, giving orders and making deci sions by virtue of his or her position. As a generic term, a team is a group of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. In the organisational con text, team size and composition, member composition, interpersonal dynamics and formation all affect team development.
