In role-making, what occurs when new team members begin to work with existing team members?

In role-making, the integration of new team members with existing ones involves managers assessing the capabilities and fit of these newcomers within the existing team dynamic. This process often entails sorting new employees into groups based on their skills, performance, and how well they align with the team's needs and goals. It is essential for effective collaboration and optimizing team performance, as it allows the management to strategically assign roles that complement the strengths and weaknesses of both new and existing members.

When new members join a team, establishing clear roles can enhance productivity and ensure that everyone understands their responsibilities and how they contribute to the team's objectives. This sorting process typically involves an evaluation of skills and past experiences to match new team members effectively with existing ones, thereby catalyzing a smooth integration into the team structure.

In contrast, the other options do not accurately reflect the dynamics of role-making. While some training may occur, it is not always extensive or necessary before integration. Additionally, treating all new members equally, regardless of performance, would undermine the effectiveness of role-making and not leverage individual strengths for the team's benefit. Lastly, new members being immediately designated as leaders is not a common practice in role-making, as leadership typically emerges from established performance and trust among team members.