This paper addresses three distinct but interconnected topics in organizational and business contexts. First, it examines the composition and development of effective work groups, drawing on Tuckman's stages of team formation — particularly the forming and storming phases — and the importance of cross-functional collaboration. Second, it surveys the three dominant ethical systems (consequentialism, deontology, and virtue ethics) before analyzing how feminist ethics critiques these traditions by emphasizing community, relationship, and traditionally undervalued feminine traits. Third, it outlines the primary methods organizations use to raise capital, including individual contributions, angel investors, and bank loans, with particular attention to the implications for nonprofit healthcare entities.
The proposed work group should have intimate knowledge of the issue and the different human resources policies impacted by the problem. This issue is connected to a variety of workplace departments, including human resource policies (in terms of employee expectations and quality of life), IT policies (how the Internet is managed and system security), and legal issues (employee rights). Representatives from all of these different departments should be present on the team. Ideally, their personalities should also work well together.
Although the work team is made up of diverse components, it should also have a clear sense of its mission and goals. Defining that central mission is an essential part of the first steps of "forming" a team. The team should also have a strict deadline to ensure that it meets its objectives with minimal waste of time and energy, and members should understand the connections between their areas of expertise and those of other team members. "All members should be able to be versatile and willing to work cross-functionally" (Layton, 2014).
If two members begin to argue, it is essential for the leader to immediately intervene, prevent personality conflicts from festering, and re-focus the team. Having clear standardized operating procedures and formal negotiating rules can help keep the team from devolving into in-fighting early on. During the "storming" phase of team formation — a psychological concept first delineated by management theorist Bruce Tuckman — the leader must provide guidance as members negotiate their relationships (Mind Tools, 2014).
References
Mind Tools. (2014). Forming, storming, norming, and performing. Retrieved from http://www.mindtools.com/pages/article/newLDR_86.htm
Layton, M. (2014). How to choose agile management team members. Agile Project Management for Dummies. Retrieved from
The three dominant ethical systems are usually classified as consequentialist (emphasizing the consequences of actions rather than moral principles), deontological (emphasizing eternal rules and laws rather than the anticipated consequences of ethical actions), and virtue ethics (the belief that good character produces the best ethical actions). The emphasis of the ethical actor — on results, moral laws, or personality — determines what he or she sees as the superior moral perspective.
Feminist ethics has tended to question the different ethical philosophies such as utilitarianism, Kant's categorical imperative, and Confucianism, all of which spring from these respective categories. Instead, feminists hold that "traditional ethics overrates culturally masculine traits like 'independence, autonomy, intellect, will, wariness, hierarchy, domination, culture, transcendence, product, asceticism, war, and death,' while underrating feminine ideas like 'interdependence, community, connection, sharing, emotion, body, trust, absence of hierarchy, nature, immanence, process, joy, peace, and life'" (Tong & Williams, 2014). Rather than objective moral "rightness," feminist ethics tends to stress community, reinforcing harmony, and the relationship between the ethical actor and the exterior world, rather than establishing a singular principle of consequences versus intentions meant to last for all time.
Reference
Tong, R., & Williams, N. (2014). Feminist ethics. The Stanford Encyclopedia of Philosophy. Retrieved from http://plato.stanford.edu/archives/fall2014/entries/feminism-ethics
A number of methods exist for an organization to raise capital. The first and most direct method is through contributions by individuals, either in the form of donations or in the form of "angel" investors, who may expect a return on their contribution if the venture is successful. The advantage of this approach is that such donations or investments do not need to be paid back in the case of financial failure; the downside is that such contributors often want some say in how the funds are used. The other option is taking out a loan from a bank, which must be paid back regardless of success or failure (U.S. Department of State, 2014). However, the bank has no say over how the funds are to be used once the loan is extended.
Reference
U.S. Department of State. (2014). How U.S. corporations raise capital. Retrieved from
"Budget awareness and nonprofit healthcare finance constraints"
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