Process Organization as a Determinant on Team Development and Maturity

Abstract

Numerous German companies experience a slow down in team work two to three years after the implementation. Therefore, stability of work organization gains importance as a strategic goal. Based on a literature review on team development a model to describe team development as a basis for the definition of team maturity is presented in this paper. Furthermore, a classification of team tasks in addition to a chosen model of team development lead to a model to explain the relationships among process organization, team tasks and the level of social-psychological development. The underlying hypothesis are finally formulated. Following, a company case study with 28 teams has been conducted to research the tasks within a flow production line and to assess in 48 interviews with members of 14 teams the achieved level of team maturity.

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