•The process of team building

TEAM BUILDING
There are a series of stages for the formation of a team, each stage different from others. At the early stage the social structure of the team is much more important. Each stage has different implication for members behaviour and team performance. An early analysis of the team development was provided by Tuckman (1965). According to Tuckman a team can be distinguish as a social entity and task entity. The three factors that influence team development in each of four phases are individual’s needs, team needs and task needs. These stages of team development are

FORMING
This is the first stage of a newly form team. At this stage members of the team first meet each other and predominating concerns are their own needs. People, who have never been together before, meet each other and introduce themselves. They reveal their characteristics and abilities to other team members, sometime slowly.

STORMING
It is also called the conflict stage. At this stage members are also concerned that on what grounds, rules and procedures the team will operate. What kind of structures the team will have. As long as discussion going on this concern usually expands. In a successful team these problems are largely resolved and mostly concern with team needs diminishes.

NORMING
It is also called the cohesion stage. At this stage the team defines its roles and relationship among roles. Appropriate behaviour of various members has been worked out. Members accept each other and a team culture emerges. Conflicts are of no importance at this stage. The issue of their own relationship and to the team are largely resolved. The task related discussions take place. The way the members perform their tasks evaluated.

PERFORMING
It is a task orientation stage. The members of the team settled down their goals and worked out according to the ways and norms settled down in norming stage. The tasks are now defined and each member focuses on doing team work. Under certain conditions teams repeat these stages, only when new commers join them or norms ways doing task are altered or already existing norms provide insufficient guide. The attractiveness of the team also diminished because of unreasonable demands from the team.

The Meaning of Leadership
It is really difficult to attempt a definition of leadership or in other words it is difficult to define what makes certain persons leaders. Leadership is often regarded as the important modifier of organizational behaviour. It is regarded as primarily personal in character as being founded upon individual pre-eminence or accomplishment in a particular field of behaviour.

Thus superior strength, superior tact, superior intelligence, superior knowledge, superior will power any or all of these may be the means to the attainment of leadership. No one may deny that these personal qualities do pay dividends but leadership is not all personal pre-eminence. It is something more than that and that something more is the essence of leadership. It is the capacity to set new goals to hold forth new and loftier expectations for the group and to show the group its noble potentialities that make man a leader.

ROLE DIFFERENCIATION WITHIN A TEAM
It is a natural phenomenon that when two or more people work together each one usually takes a role. Research and study of different types of teams indicate two types of role generally exist in a team. These are,

TASK LEADER ROLE
Task leader plays a very important and pivotal role in a team. Task leader is generally motivated to perform task as effectively as possible according to the norms ways. Task leader takes initiative and defines problems. He or she is very conscious about time passing.

MAINTENANCE LEADER ROLE
People in role offer support and encouragement to leader as well as to other members. They also have the duty to remove interpersonal conflicts or disagreements and keep satisfy all the members of the team. If their own ideas attack by someone, they try to compromise and keep the cohesion of the team safe.

The third type of behaviour that is not a real role but is often found is self-oriented behaviour. People in this role give importance to their own needs rather than the needs of the team. Basically they are self-oriented people. They always talk irrelative and feel that they are ignored by others. A careful handling is require to handle these people in meeting.

How to avoid miscommunication * Think before you speak. If you think about what you say before you speak, you have the chance to organize your thoughts, rehearse your words, evaluate the situation, and not say something stupid. * Speak up. If you don't voice your needs, you won't get what you want. And say what you want clearly and loudly enough to hear. * Be clear. Keep the message as simple as possible. Don't ramble or go on to a lot of extra details. * Be polite. If you're interrupting other people, being rude, and disrespectful, you will not communicate effectively anything but you're a jerk. * Get his or her attention. If you don't have the other person's attention, you won't get the message across. Get eye contact, make sure the other person is listening. * Organize. If you're trying to communicate, you need to be sure the information gets to the person effectively. If you're planning an event, you need to give important details, like place, time, and what people need to bring. * Listen. If you don't listen to the other person, you are likely to end up miscommunicating. Good listening is often more important than whatever you say. * Don't assume. This is the most common presumption people tend to make. And it is the most disastrous one as well. Unless you say something, you usually cannot be entirely sure the other person knows what you're thinking, feeling, or whatever. * Understand body language. Much of communication is non-verbal. Pay attention; it can be very important. * Give reminders. Check in with the person that they understood you, and know what they need. Even if that party is the most important thing on your calendar, it might not be for your friend. And people can be forgetful. If you're getting upset at people because they aren't putting your priorities on top, remember you need to take some responsibility. * Learn good communication skills. If you have the opportunity to take writing, English, public speaking, theatre, computer programming, and world languages, these are all excellent means to focus on communication skills

CULTURE DIVERSITY
Most important factor in an international team that has to be discussed is culture diversity. In an international team members are belonging to different regions and cultures. The cultural differences are e.g. languages, communication style, and attitude towards conflicts, decision-making style, traditions, values and emotions. All these things attribute while working cross culturally. At initial stage of the team formation each member behaves individually because of these cultural differences and conflicts may arises. With the time, because of the contact with the other members and by effective communication all these problems may be overcome. At this stage co-operative interdependence is necessary. Different traits of the individuals also help them to work effectively across cultures. At this stage a member should be positively motivated to learn new things and modify its behaviour to new situation and changes and develops tolerance to what is happening and why? A member should accept the values and traditions that are as valid as in all cultures. There are so many advantages of cultural diversity in an international team. We have more sources of information and ideas for a particular problem and by discussion we can find out a high quality solution. In a culturally diverse team age factor of the member is also important. Guirdham (2002) says that more senior are the members, more likely, they can benefits from diversity