Research Paper
Undergraduate
Gap analysis in organizational performance management
The stockholders own the company and elect the board of directors, who appoints the management team. Thereafter, Management, functions in the interests of the stockholders. Bernard Lester and John Lin have the decision…
Outsourcing Shipping Management Outsourcing Is a Process
Outsourcing is a process by which an organization takes the services of an external party to perform some of its operations or functions. Outsourcing is also done by shipping firms all over the Globe (Outsource Freight, 2012). Ship owners generally outsource their operations and management functions to the external parties against for a particular period of time and against a specific sum of money (Lorange, 2009). Outsourcing of the shipping management enables the ship owners to focus on their core competencies and hand over the strategic decision making and policies to the outsourcing parties (AB Crewing, 2012).
Team leadership and psychodynamic approaches in organizational practice
The launch of any new product is a highly collaborative, team-centric activity that requires the orchestration of efforts across many different departments. Leading a product introduction requires use of many of the skills and concepts of the Team leadership Model. The intent of this analysis is to use the concepts of the Team leadership Model, applying them to a product introduction, illustrates through example how key concepts and frameworks could be used for alleviating significant conflict between engineering and marketing. Based on this assessment it can be seen how powerful the Team Leadership Model is as a foundation managing team complexity and conflict when constraints of a project make shared sacrifices essential for team advancement.
Analysis of the Product Introduction Using Team Leadership Analysis
Creating a balance between the task, relational and environmental factors of a team is critical for overall team effectiveness to be optimized. In the case of a new product introduction, the task factors include entirely different perspectives and mindsets of priorities. The ability of a team leader to intermediate priorities across project teams and still accomplish a strategic goal is evidence of transformational leadership (Eisenbeiss, 1438). Marketing and engineering have significantly different priorities on a daily basis, yet during a new product introduction, both must combine priorities to ensure the product is successful.
The conflicts of these two teams is significant, as engineering wants to invest every extra hour in adding new features or functions, even changing the appearance of the product. Marketing is interested in getting the product entirely defined and ready to be sold. Both teams want closure on product designs, yet the concept of just what closure is varies significantly between each. Internal team functions of task and relational requirements must be balanced to the environmental factors of team leadership for any team to achieve tis objectives
(Bucic, Robinson, Ramburuth, 238). This focus on balance within the internal team was key to solving the inherent conflicts between departments. Both had a very clear goal of what a successful new product launch was, and both were highly committed, which is the relational part of the Team Leadership Model. The external factor of time being so critical, with the product introduction date announced to shareholders and the CEO guaranteeing the date, put immense pressure on everyone in the company to meet it. Only through the use of transformational leadership strategies including participative decision making and share vision of final outcomes, two best practices of the Team Leadership Model (Vandewaerde, 419) did the project succeed in meeting its deadline.