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Team Building Activity
The activity is presented with a summary, which offers a brief explanation of the activity and its aims. Next, the logistical considerations, activity goal, and the steps needed to prepare for the activity are carefully laid out. Following this detailed introduction, are step-by-step instructions for the team building activity and how it is concluded. In conclusion, some benefits for a company to offer this team building activity for culturally diverse employee base is given in bullet form, followed by a complete summary of the overall activity goals.
This activity offers a series of competitive, team oriented goals that are aimed at increasing team interaction, building communication skills, expanding mutual respect, and improving productivity between team members with diverse cultural backgrounds by providing an opportunity for cross-cultural communication, and skill assessment.
Group size: works best with 4-12 teams of 8-10 members each
equired Space: Large…
Brislin, Richard W. Working with Cultural Differences: Dealing Effectively
with Diversity in the Workplace . 1st. Westport, CT: Praeger, 2008. Print.
Cox, Taylor. Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity. 1st. SanFrancisco, CA: Jossey-Bass Inc. Pub, 2001. 5-10. Print.
Hall, Edward. Beyond Culture. New York, NY: Anchor Books, 1989. Print.
Your supervisor assigned a client experiencing uneven performance production facility. The client applied a variety quality diagnostic tools issue discovered machinery processes working tolerances. The variable people.
Team building is an important aspect for all organizations. Teams helped to bring together people who have different skills in order for them to achieve one common goal which helps the organizations achieve its set objectives and goals Hackman & Wageman, 2005.
The term team-building refers to the activities which are conducted in the organization in order to improve the performance of the team. There are several team building theories that have been developed. The two team building theories that will be discussed are Abraham Maslow's Hierarchy of Needs and the Belbin Theory.
Maslow saw that there is a certain hierarchy of needs which applies to all human beings. It is represented in a triangle form to help in understanding the…
Hackman, J.R., & Wageman, R. (2005). A THEORY OF TEAM COACHING. Academy of Management Review, 30(2), 269-287. Retrieved from doi:10.5465/amr.2005.16387885
Heywood, J.S., & Jirjahn, U. (2004). Teams, Teamwork and Absence. The Scandinavian Journal of Economics, 106(4), 765-782.
Vera, D., & Crossan, M. (2005). Improvisation and Innovative Performance in Teams. Organization Science, 16(3), 203-224.
Yang, S.-B., & Guy, M.E. (2004). Self-Managed Work Teams: Who Uses Them? What Makes Them Successful? Public Performance & Management Review, 27(3), 60-79.
Team building is a hot topic now in the competitive work environment / Especially during hard economic times, it is necessary to have a competent team that competes well. Previously, business and organizational professionals relied primarily upon scholarly disciplines such as sociology and psychology to model team building. Increasingly, they are now using sporting and military models to help build effective teams that will win in their operations. In Joe Torre's book about leadership and team building, he applies the lessons he learned in his career as a major league baseball manager.
Torre in his book presents his twelve keys to team building and successful management. These principles are directly applicable to most business and lifetime situations. These include handling and dealing with both apparent setbacks and success, tough bosses and earning the trust and respect of the team. This leads to the forging of a diverse group of individuals…
Baldoni, John. "Leadership: It's All About Respect Says Joe ." Leadership: It's All About Respect Says Joe . Fast Company.com, 24 October 2007. Web. 2 Jul 2011. .
Ross-Vega, . "Psychology and Leadership: Activity and Methods." Ezine Articles.com. Ezine Articles.com, 23 June 2011. Web. 2 Jul 2011. .
Torre, Joe. Joe Torre's Ground Rules for Winners: 12 Keys to Managing Team Players, Tough Bosses, Setbacks, and Success. New York, NY: Hyperion, 2000. Print.
In addition, the game is fun and not nearly as intimidating as other inventories, like the Myers-Briggs. There is not the delay between completing the questionnaire and then waiting for a report to be provided and analyzed. Instead, students can begin to understand their own, as well as others', behaviors as the game is played. This helps give them the knowledge they need to manage strife within teams, to help ensure they are operating as effectively and efficiently as possible.
Scarfino and oever's (2009) feedback from students who have used the game support this same conclusion. Thus, Scarfino and oever's logical argument means the reader is also brought to the same conclusion. There is no other evidence presented in Scarfino and oever's article that would support a counter-argument.
eview and Evaluation
Scarfino is an associate professor, at William Jewell College, in the Department of Business and Leadership. oever is interim…
Scarfino, D. (Mar 2009). Team-building success: It's in the cards. Business Communication Quarterly, 72(1). Retrieved November 22, 2009, from Business Source Complete.
Each person should share their thoughts and comments.
The overall goal of the project should be agreed upon by the group that relates to the finance organization's objectives to reduce costs and improve customer service. A timetable should be established by the project manager, of subsidiary goals and responsibilities. Leadership roles should be delegated to individual team members to meet these objectives, such as creating new training schemes, new marketing strategies, and improved logistics. This will underline everyone's important role in realizing the overall objective, even the part-time workers. The team will reconvene at regular intervals, to make sure the different specific goals are being accomplished. All members of the team must be at every meeting, according to the new rules set for such meetings, all members will have a specific time to speak, and the official role of the facilitator will rotate, so every member has a chance to…
Team-Building Video Response
What detracted or hindered participants from successfully completing the activity?
The video switched from one dance-related scene to the next. There was never a particular clip within the video that allowed the viewer to see the completed dance routine. It jumped from one snippet of a dance scene to another. There was no transition between the individual dance presentations. You could say that the video leap-frogged from one scene to the next with no complete dance routine allowed to be completed. Basically the technical editing process was the reason none of these dance scenes were carried out to fruition. The person handling editing for a video can cut out, edit, or add to the video using the digital tools available. And while the video did present a myriad of dance styles and situations, and a wide variety of human dancers (some having fun being silly; others well…
Today's organizations are characterized by the existence of many kinds of teams with different purposes and structures. Some of these teams evolve naturally with organizations and enable the development of several kinds of participative and empowering management initiatives (Griffin & Moorhead, 2013, p.272). On the other hand, some teams are formally established because of the enlightened and vision of management. In essence, these various teams in organizations have various functions including conducting certain activities or operations, running things, and providing recommendations for operations. An example of some of the different teams in today's organizations is temporary teams. Temporary teams are crucial parts of the success of an organization and have considerable impacts on teamwork.
Major Components of Temporary Teams
Temporary teams, which are commonly known as task forces, project teams or ad hoc committees, have been commonly used across organizations in the modern business environment. In most cases,…
Dyer, W.G., Dyer, W.G. & Dyer, J.H. (2010). Team building: proven strategies for improving team performance (4th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
Griffin, R.W. & Moorhead, G. (2013). Organizational behavior: managing people and organizations (11th ed.). Mason, OH: Cengage Learning.
Management Study Guide. (n.d.). Types of Teams. Retrieved February 16, 2016, from http://www.managementstudyguide.com/types-of-teams.htm
Team building can mean anything from improving communication skills and resolving conflict to setting up a self-directed work team (Nelson, 2006). When people come together for any type of project they all bring individual differences, beliefs, values and skills to the team. This necessarily results in conflicts among team members. Differences in terms of power, values, attitudes and social factors all contribute to the creation of conflict in teams (Townsley, 2008). Barriers to communication can be a major source of misunderstandings and includes things like poor listening skills, lack of sharing of information, differences in interpretation and perception, and ignoring or missing nonverbal cues (Townsley, 2008). Understanding why the team is in conflict is important to finding a solution and creating an effective team building exercise.
Team Building Exercise for Conflict esolution
ole playing is an excellent team building exercise to help team members understand how to deal with…
Nelson, Nancy (1 Feb. 2006). The HR Generalist's Guide to Teambuilding. [Whitepaper]. Retrieved from http://www.shrm.org/Research/Articles/Articles/Pages/CMS_000452.aspx
Townsley, Carole A. (2008). Resolving Conflict in Work Teams. The Team Building Directory. Retrieved from http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm
This is the same issue they may face in delegation, should the pendulum of control swing the other way, away from the lack of control managers often have in the company, especially when tasks are delegated outside of their geographic location.
Team building and delegation are powerful tools organizations utilize to ensure their success in an increasingly competitive world. Daktronics demonstrates a variety of ways they conform to theories concerning both team building and delegation. However, there are differences between theory and practice in these two concepts, with Daktronics. ecommendations for change for the organization center on bringing the company more in line with theoretical knowledge concerning team building and delegation. In this way, Daktronics can benefit from the advantages that these two concepts offer in taking advantage of the unique skill sets and knowledge individuals offer to the company.
Daktronics, Inc. is a global leader in large…
Company overview, (2009), [Online}, Available: http://www.daktronics.com/Company/Pages/default.aspx [03/06/09].
Edison, T. May/Jun 2008, "The team development life cycle," Defense AT&L vol. 37, no. 3, pp. 14-17.
English, M. 2008, "Group dynamics," Research Starters Business, Research Starters -- Business database.
Lupia, A. 2001, "Delegation of power: Agency theory," in Smelser & Baltes (eds.) International encyclopedia of the social and behavioral sciences, Elsevier Science Limited, Oxford, UK.
It is at the top because it is the only block that can be removed without disturbing the rest. Participative leadership means that leaders share the responsibility and the glory, are supportive and fair, create a climate of trust and openness, and are good coaches and teachers" Overall, it means that leaders act as positive role models and that the leadership moves at varying times. For teams to be most productive, it is difficult to identify a leader during a casual observation. The result: in a successful company that reaches its strategic goals, the high-performing team members can achieve more together than all the individuals can apart on their own.
Intagliata, Ulrich, and Smallwood stated that leaders need to be "branded," just as a company is, or, that is, have distinct qualities. Developing product brand in marketing is differentiating the product from other products of the same type. Leadership brand…
Beich, Elaine. The Pfeiffer Book of Successful Teambuilding: Best of Teambuilding. San Francisco: Jossey-Bass: 2001, 25.
Beckhard, Richard Organizational development. (Reading, MA: Addison-Wesley, 1972).
Brett, Jeanne and Stephen B. Goldberg, "Grievance Mediation in the Coal Industry: A Field Experiment" Industrial & Labor Relations Review 37 no. 1 (January 1983).
Dyer, William. Team Building: Issues and Alternatives. Reading, MA: Addison Wesley, 1977.
Contracting and Team Building
Integration in construction projects means that there is an alignment of both structural arrangements as well as operational mechanisms to effectively streamline and coordinate the efforts that have been brought together by the various parties that are interacting in order to come up with improved project outcomes. If the relational contracting principles are used appropriately, they can help in achieving this kind of integration. Therefore, the application of relational contracting principles will help in the achievement of streamlining and coordination among those involved in a project (ahman, & . Kumaraswamy, 2008).
There are some components that deter the building of integrated project teams while others facilitate the building of integrated teams. This paper will look at one component from the two groups; deters and facilitates and use them to describe how project managers can minimize the deterrent effect of the component that has been selected and…
Rahman, M. & . Kumaraswamy, M. (2008).Relational Contracting and Teambuilding: Assessing Potential Contractual and Noncontractual Incentives.
Team building implies activities that teams may engage in, for changing their composition, context, or competencies, thereby resulting in performance improvement. This process is a continuous meta-competency developed by great teams to enable them to assess and alter team functioning in a systematic manner. It entails consolidating team values, processes, resources, skill sets of team members, and reward systems (Jr., Dyer, & Dyer, 2013)
The Team-Building Cycle
The typical cycle of team building comprises the processes portrayed in the figure shown below (i.e. Figure 1). The first step in the process of team building is Problem recognition, triggering the start of a program. Data collection forms the core of the process, before or in the course, for ascertaining the core issues. This is followed by data analysis and diagnosis of underlying causes of the issue. Subsequently, the team suitably plans and resolves the issue. Action planning is performed and assignments…
Jr, W. G. D., Dyer, J. H., & Dyer, W. G. (2013). Team Building: Proven Strategies for Improving Team Performance. Wiley.
Mallory, C. (1991). Team-building: How to Build a "Winning" Team. Shawnee Mission, KS:
National Press Publications.
Success Stories. (n.d.). Retrieved from http://www.teamresultsusa.com/success-stories/
There are four factors that ought to be understood and managed in order for teams to attain superior performance. These factors include: context, composition, competencies and change management skills of the team. To begin with, the context of the team encompasses the organizational setting in which the team has to operate. Teamwork necessitated to attain high performance is much more significant when the team has to undertake and finish an intricate task signified by a high magnitude of interdependence (Dyer et al., 2007). More so, a number of organizations institute formal organizational structures or systems of rewarding that end up being hindrances to effective teamwork. High performing teams are able to manage context in an effective manner by ascertaining quantifiable team performance objectives that are apparent and enthralling. Secondly, they make certain that team members comprehend that effective teamwork is vital to attaining those objectives. Thirdly, these teams…
Dyer, W. G., Dyer, Jr., W. G., Dyer, J. H. (2007). Team Building: Proven Strategies for Improving Team Performance. Hoboken: John Wiley and Sons.
Jackson, B., & Madsen, S. R. (2005). Common factors of high performance teams. Journal of Contemporary Issues in Business and Government, 11(2), 35-49.
One of the biggest headaches that leaders face in managing complicated and complex tasks is turning diverse groups of employees into teams. For such teams to be successful, it is important for leaders to identify and clearly define the desired outcomes, set milestones, formulate a team-by-team game plan, which is complete with standards and deadlines, and keep team members focused.
Importance of Establishing Ground ules and especting Cultures Amongst Team Members
Ground rules are crucial in the team context, since they define how members engage with each other during meetings and in workplaces. Ground rules are key to preventing conflict in workplaces, since they define the team's decision making process and participation in meetings. Additionally, ground rules act as safeguards to prevent unnecessary escalation. Teams work smoothly, if members clearly understand the rules and commit to following them. For instance, creating a rule against personal confrontation can help…
Carpenter, S.L. & Kennedy, W. J. D. (2001). Managing Public Disputes: A Practical Guide for Government, Business, and Citizens' Groups, San Francisco: Jossey-Bass Publishers.
Kooij-De Bode, H. J. M., van Knippenberg, D., & van Ginkel, W. P. (2008). Ethnic diversity and distributed information in group decision making: The importance of information elaboration. Group Dynamics, 12: 307-320.
Maiese, M. (2004). "Ground Rules." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder.
PIETERSE, A.N., VAN KNIPPENBERG, D. & VAN DIERENDONCK, D. (2013). CULTURAL DIVERSITY AND TEAM PERFORMANCE: THE ROLE OF TEAM MEMBER GOAL ORIENTATION. Academy of Management Journal, Vol. 56, No. 3, 782-804. Doi: 10.5465/amj.2010.0992
Classify each team member into one of the four matrix areas
High Motivation / High Skill
High motivation / Low Skill
Low Motivation / Low Skill
High Motivation / Low Skill
High Skill / Low Motivation
High Motivation / High Skill
Discuss the recommended action for each employee, depending on his/her classification
The recommended action for Alice is to make the most of her involvement in several training initiatives. This can be to attain even greater prospects and opportunities. With great skill and motivation, she has the chance to grow even further to become a leader in the forthcoming periods.
Bill It is recommended for Bill to undertake short-term trainings to boost his skill sets. With the motivation at hand, this will propel him to attain even greater results.
Chris With regard to Chris, the recommended action is that he needs…
Allison, S., Harbor, M. (2009). The Coaching Toolkit. New York: SAGE.
Landsberg, M. (2015). The Tao of Coaching: Boost Your Effectiveness at Work by Inspiring and Developing Those Around You. London: Profile Books.
Powell, G., Chambers, M. and Baxter, G. (2001). Pathways to Coaching. Bristol: TLO.
Team Building Process
Examine the Five Team Processes that Encourage Innovation
A leader is typically a determined questioner who demonstrates a zeal for inquiry. The queries of leaders often challenge how things in their jurisdiction currently stand. En masse, leaders' questions elicit novel insights, possibilities, directions, and connections. Innovators have been found to steadily display a high question-to-answer (Q/A) ratio; the questions typically outnumber answers and are also valued just as much as quality answers. Team leaders ought to be constantly asking their team "Why?," "What if?," and "Why not?" Such questions impose as well as eliminate limitations.
Furthermore, a leader is an intense observer who vigilantly keeps watch of his/her internal and external surroundings (i.e., services, products, customers, technologies, and rival firms). Leaders' observations assist them in acquiring ideas for, and an understanding of, novel ways to do things. Leaders must constantly and carefully keep an eye…
Denti, L. (2013). Leaders' Dual Roles When Managing Innovation. Retrieved from InnovationManagement: http://www.innovationmanagement.se/2013/09/11/leaders-dual-roles-when-managing-innovation/
Dyer, J., Gregersen, H., & Christensen, C. M. (2011). The innovator's DNA: mastering the five skills of disruptive innovators. BOSTON, Massachusetts: Harvard Business Review Press.
Hulsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94, 94, 1128-1145.
Llopis, G. (2014, April 7). 5 Ways Leaders Enable Innovation In Their Teams. Retrieved from Forbes: http://www.forbes.com /sites/glennllopis/2014/04/07/5-ways-leaders-enable-innovation-in-their-teams/#573b6e9f10cb
Leadership, Team Building, And Communication
Leadership, Communication and Team Building
Examine traditional, contemporary, and emerging leadership theories and interpersonal forms of power. Create a profile of the ideal leader for the company you researched in which you describe the most appropriate leadership characteristics in terms of leadership style and interpersonal forms of power; and how these characteristics impact organizational performance.
Leadership theories emerged during the early years of the twentieth century. The major focus of these theories was to identify the core qualities and traits of leaders; the behavioral and professional characteristics that distinguish them from followers; and different leadership styles which they can adopt in different situations in order to be successful at the workplace. The most famous leadership theory is 'Great-Man Theory' which assumes that some individuals are born-leaders. They inherently possess strong leadership qualities which prominently distinguish them from other leaders (Lussier & Achua, 2010). Another school…
Basefsky, M., Maxwell, J.L., Post, A., & Turner, B.G. (2004). "Manager to Manager - What Are the Five Most Important Qualities of an Effective Leader?," Journal American Water Works Association, 96 (7): 34-36.
Bennis, W.G. (2009). On Becoming a Leader, 20th Anniversary Edition. New York: Basic Books.
Bratton, J., & Gold, J. (2012). Human Resource Management: Theory and Practice, 5th Edition. Basingstoke: Palgrave Macmillan.
Daft, R.L. (2011). Understanding Management, 7th Edition. Mason, OH: South-Western.
This activity helps managers better establish the scope of the project. This is useful in determining the objectives that must be reached by the project in case. This leads to increased efficiency of the project team. In addition to this, earned value management is used by project managers in order to improve the analysis activity of the performance regarding the team's work and the project. This strategy also helps project managers to better establish the costs that the project is likely to require (Chapman, 1997).
b) Earned value management is an important technique used by project managers in order to evaluate the efficiency and performance of different projects. The importance of this method relies on the fact that it allows managers to objectively evaluate the performance of their projects. This strategy is mostly used by team leaders in evaluating the objectives of the project. They also measure the schedule of…
1. Midura, D. & Glover, D. (2005). Essentials of Team Building. Retrieved September 20, 2011 from http://books.google.ro/books?id=ZZ6l6fj3VlQC&printsec=frontcover&dq=team+building&hl=ro#v=onepage&q&f=false .
2. Wallace, S. (2007). Team Building, Collaboration, and Communication. Retrieved September 22, 2011 from http://www.epmbook.com/team.htm .
3. McNamara, C. (2010). How to Build Highly Effective Teams. Management Library. Retrieved September 22, 2011 from http://managementhelp.org/groups/team-building.htm .
4. Borysowich, C. (2008). Team Building Approaches: Project Communications. Retrieved September 22, 2011 from http://it.toolbox.com/blogs/enterprise-solutions/team-building-approaches-project-communications-21901 .
Starbucks and Team-Building
One company which builds the inherent value of team-building right into their reputation is Starbucks. Starbucks is known for valuing not only their employees but the manner in which their employees work together; this is an aspect of the company which has long been built into the company image.
The First Step of Team-Building: Valuing Employees
One of the ways that employees are rewarded for their teamwork starts with the way in which the employees are valued, regarded and treated. "Howard Schultz of Starbucks believes that teamwork is so critical to the company's success that employees (called, not coincidentally, 'partners' in Starbucks-speak) spend several days after getting hired learning how to be part of the Starbucks team. And Schultz tells all new employees (about 500 a month), via video, how happy he is to have them on board. Even part-time workers repeatedly hear how much they are…
Bonander, R. (2012). 5 Things You Didn't Know: Starbucks. Retrieved from askmen.com: http://www.askmen.com/entertainment/special_feature_150/161_special_feature.html
Caseson, S. (2011, January). Starbucks Corporation: Case Study in Motivation and Teamwork. Retrieved from Weebly.com: http://businessstudents.weebly.com/uploads/6/3/6/5/6365205/teamwork_case_study_-_starbucks.pdf
Groth, A. (2012, June 12). Tips on Teamwork From the Man Who Reinvented Starbucks. Retrieved from Openforum.com: https://www.openforum.com/articles/tips-on-teamwork-from-the-man-who-reinvented-starbucks/
Simmons, J. (2004). My sister's a barista: how they made Starbucks a home from home. New York: Cyan Publishing.
In addition to being team-focused, the objectives set should be patient-focused. At present, the patient is not the focus of any particular individual or group, although they are perfectly willing to invoke the patient to justify a roadblock to change. Motivators are key to implementing organizational change as they orient the actions of the individuals within the organization.
Kotter and Schlesinger (2008) outline the four main points of resistance to change: "a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general." To this I would add a fifth reason -- that the change is genuinely bad. Given the questionable quality of management, there may have been past change programs that failed miserably, stoking resistance to this change. No matter the reason, the way to…
Ryan, L. (2007). The toxic employee. Business Week Online. Retrieved from Business Source Complete, http://web.ebscohost.com.ezproxy-m.deakin.edu.au/ehost/detail?vid=2&hid=112&sid=9d6533ac-ce61-4994-98ed-81b8029b02a4%40sessionmgr113&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&an=27369521
Atherton, J. (2003) Learning and teaching: Group development. North Carolina State University. Retrieved May 8, 2010 from http://www.ncsu.edu/csleps/leadership/Group%20Develoment%20-%20Tuckman.pdf
Chiu, C., Lin, H. & Chien, S. (2009). Transformational leadership and team behavioral integration: The mediating role of team learning. Academy of Management Proceedings, 2009, 1-6.
Klein, C., Diaz-Granados, D., Salas, E., Huy, L., Burke, S., Lyons, R., Goodwid, G. (2009). Does team building work? Small Group Research. Vol. 40 (2) 181-222.
Study No. 2
The purpose of the study by Sulaiman, Mahbob and Hassan (2012) was to determine the effectiveness of the function of human resource team building by examining three main factors: (a) task oriented roles factor, (b) relationship oriented roles factor and (c) self oriented roles factor among 150 ancillary staff members at the National University of Malaysia. The authors describe the inextricable relationship between efficient organizations and effective organizational leadership and stress the need for team building to improve relations between management and staff.
In their statement of the problem, the authors describe several tangential problems associated with human resource management but do not explicitly state what problem they are investigating in this study. In addition, the Malaysian authors did misuse some English words and phrases (i.e., "ancillary staffs" and "personalia relationship") but overall they present a well-comprehended analysis of the importance of team-building for organizations of all…
Senecal, J., Loughead, T.M. & Bloom, G.A. (2008). A season-long team-building intervention:
Examining the effect of team goal setting on cohesion. Journal of Sport & Exercise
Psychology, 2008, 30, 186-199.
Sulaiman, W.I., Mahbob, M.H. & Hassan, B.R. (2012, April). An analysis on the effectiveness of team building: The impact on human resources. Asian Social Science, 8(5), 29-39.
Team Building in the Workplace by Fapohunda Tinuke
Effective Team Building in the Workplace
The article sets out eight important points identified by various other authors that promote effective team development. The eight points are decision making authority; clear goals; accountability and responsibility; training and development; effective leadership; provision of resources; organizational support; and rewarding team success.
The paper evaluates team development in organizations by exploring key issues linked to application of teamwork, and studies the projections and difficulties in team building in order to offer a realistic notion, regarding what is achievable through teamwork. Two primary skills in team building process exist. The first entails understanding the issues properly, while the second deals with tackling the issues appropriately, in a proper order and way. Usually, team building is made up of various forms defined by nature and the size of the team. For example, in circumstances where…
Dyer, W. G., & Dyer, J. H. (2013). Team building: Proven strategies for improving team performance. John Wiley & Sons.
Fapohunda, T. (2013). Towards Effective Team Building in the Workplace. International Journal of Education and Research, 1(4).
Yeager, K. L., & Nafukho, F. M. (2012). Developing diverse teams to improve performance in the organizational setting. European Journal of Training and Development, 36(4), 388-408.
E.O. who was able to make crucial organizational changes without alienating key people. This shift in philosophy is being seen in term of how MBA curriculums are being restructured. The Yale School of Management has completely revamped its curriculum to deemphasized individual disciplines like finance and marketing and replaced it with a "team-oriented approach" (Schwartz, 2007).
The article suggests that in the future, top managers will adopt an increasingly participatory and less dictatorial approach. It may also toll the death knell, at least for the time being, of the authoritarian CEO, as exemplified by Citigroup's E. Stanley O'Neal. If the MBAs of today are learning the value of team-building, soon this approach will be evident, not simply in the conference rooms, but in the most exalted boardrooms of the top firms.
Schwartz. Nelson. "C.E.O. Evolution Phase 3." The New York Times. 10 Nov 2007.
10 Nov 2007. http://www.nytimes.com/2007/11/10/business/10leaders.html?_r=1&ref=business&oref=slogin
Schwartz. Nelson. "C.E.O. Evolution Phase 3." The New York Times. 10 Nov 2007.
10 Nov 2007. http://www.nytimes.com/2007/11/10/business/10leaders.html?_r=1&ref=business&oref=slogin
Read two journal articles relating to Team Building through Servant Leadership philosophy.
Submit a written analysis (one to two pages) for each article, and attach a copy of the article.
Neill, M., Hayward, K., & Peterson, T. (2007). Students' Perceptions of the Interprofessional Team in Practice Through The Application of Servant Leadership Principles. Journal of Interprofessional Care, 21(4), 425-432
Neill, Hayward, and Peterson (2007) investigated the perceptions students have concerning interprofessional teams in practice using the principles of servant leadership. The sample that was studied was students from different professions within the health sector, subjected to a similar framework. The students provided care using mobile wellness services. These teams had a central source of communication coordinated by a faculty member of the health profession. An Interdisciplinary Education Perception Scale was used to measure the perceptions of interdisciplinary practice. Further, a pretest-posttest research design was employed in checking whether…
In other words, the emphasis is on effective leadership and increased revenue for the company as a whole, which ultimately benefit individual managers as well.
Like cross-functional teams, self-managed teams also need specific models to ensure success, not least because of the collective leadership these teams display. The potential for conflict and misunderstanding could result in ineffective group work. To mitigate this, Silverman and Propst (n.d.) proposes a specific model according to which such teams can function optimally. There are various roles inherent in the model that is suggested. These roles include: 1) upholding organizational and personal values and principles; 2) accomplishing the work assigned to the team; 3) organizing the work environment; 4) managing work processes; 5) participating in organization-wide systems; 6) participating in organization-wide strategies; and 7) managing team processes.
The model therefore indicates that some leadership and management are essential in helping the team to achieve its…
Armstrong, R.V. (2005). Requirements of a Self-Managed Team Leader. Leader Values. Retrieved from: http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Merritt, E.A. And Reynolds, D.E. (n.d.) The Effect of Self-Managing Teams on Manager Commitment and Organizational Tenure in Private Clubs. Retrieved from:
Myshko, D. (2006, Sep.) Cross-Functional Teams: Models of Success. PharmaVoice. Retrieved from: http://www.skila.com/Downloads/Cross%20Functional%20Teams.pdf
Pragmatic Marketing (2011). Enabling Cross-Functional Teams: A Leadership Role for Product Managers. Retrieved from: http://www.pragmaticmarketing.com/publications/topics/09/enabling-cross-functional-teams-a-leadership-role-for-product-managers
Organizational Team Building
The objective of this part of the study is to answer the question of how the Woodson Foundation could have been assisted in building a cohesive coalition by understanding the stages of group development. The Woodson Foundation is a large nonprofit social service agency and to be teaming up with the Washington DC public schools for the purpose of improving the outcomes of students. Problems at the school include truancy, low performance of students and crime and quick burnout of new staff. The Woodson Foundation plans to create an after-school program that is experimental in nature and involves private money being combined with local leaders in the community with educational expertise. According to the text studied in this course "A work team is such that results in the generation of positive synergy due to effort that is coordinated and as such the effort…
Management Roles -- Social orker
The three roles I have chosen regarding what a human resource manager must be able to do effectively and consistently are: Team builder leader; advocate; policy practitioner; goal attainment; management of people; and proficiency and efficiency. In this paper I will delve deeply into how and why an HR manager must become very effective at these six roles.
Team builder-leader: in Chapter 1 of the Handbook of Human Services the role of Team builder-leader relates to the person that organizes committees and coalitions, and organized work groups "both in and out of the agency"; and the team builder-leader also is expected to show the leadership to get the most out of group involvement and is expected to accomplish positive things with each task.
Meanwhile, in the peer-reviewed Records Management Quarterly, the author (Fraser, 1993) goes into detail regarding the "Total Quality Management" (TQM) philosophy. The…
Chapters One and Three.
Fraser, B. (1993). The new team builder. Records Management Quarterly, 27(3), 26-32.
Fresno County. (2012). Social Work Practitioner. Retrieved April 2, 2016, from http://www.co.fresno.ca.us .
Llopis, G. (2012). 6 Ways Successful Teams Are Built To Last. Forbes. Retrieved April 2,
Team Plan Strategy for Program Implementation
Success University (SU) a medium sized undergraduate institution located Southern California. SU offers Associates Bachelors programs Business, Psychology Education San Moreno campus online. SU decided launch programs Fall.
Strategies for as unified team
The members of the task force team will be selected internally to maintain the university culture and ensure that the team does not need training on the values, mission and vision of the university.
Strategies for as unified team
Including an already existing employee base will also boost their morale and ensure commitment to projects needs. The need for recruiting internally is because the ability of the faculty members is known and one can easily target them for an ideal position. The proposed members of staff to form the task force will also go through a vetting process from their colleagues. This will further go to advice the leader on the…
Balmer, J.M.T. (2001). Corporate Identity, Corporate Branding and corporate marketing European Journal of Marketing 34(4), 248-291.
Barney J.B., & Hesely W.S. (2008). strategic management and competitive advantage concepts and cases second eds. upper saddle river: pearson prentice-hall.
Lorenzen M. (2006). Strategic Planning for Academic Library Instructional Programming. Illinois West Publishing.
Michael A., & Jude K. (2005). Strategic Planning for Nonprofit Organizations. Second Edition. . Australia: John Wiley and Sons.
Creating a State-of-the-Art Microsoft Windows-Based Software Application
Through Leadership and Teamwork
Developing new enterprise software applications that are built on the Microsoft Windows operating system requires an intensive level of commitment, communication, collaboration and shared task ownership across all team members today. Every member of the group today has a unique role to play in creating the best possible enterprise software application running on the Microsoft Windows platform. In order for this ambitious project of creating a state-of-the-art enterprise application to succeed however, the team needs to concentrate on making each of their unique strengths deliver value daily to the fulfillment of this ambitious objective. This plan defines how to create greater levels of team motivation, satisfaction and performance, while also addressing the differences in attitudes, emotions, personalities and values. All of these factors taken together are a strong catalyst for the accomplishment of challenging, complex goals leading…
Ammeter, A.P., & Dukerich, J.M. (2002). Leadership, team building, and team member characteristics in high performance project teams. Engineering Management Journal, 14(4), 3-10.
De Meuse, K.,P., & Liebowitz, S.J. (1981). An empirical analysis of team-building research. Group & Organization Studies, 6(3), 357-357.
Ramsey, R.D., EdD. (2010). Are You Missing out on the power of Purpose? SuperVision, 71(10), 19-21.
Swanson, J.W. (1997). Building a successful team through collaboration. Nursing Management, 28(5), 71-3.
This team has a number of problems including a strong lack of communication, and perhaps the communication skills necessary to overcome that absence. Additionally, the leadership of the group is relatively weak in character, at least as a leader for this particular team. The team may have the collective, and individual, knowledge and expertise to accomplish the task that has been set before them, however, using that knowledge and experience seems to be completely hindered by the team's lack of cohesion. Although there seems to be a consensus among the team as to which design would work best for the project, no one seems to want to take the lead in asserting what is obvious to the team members. That is where good leadership skills can come in handy.
The team as a group has a world of experience; academic and professional in nature. Gary, the…
The team on which the paper is based is a class discussion team that was formed in the curse of the semester to enable us accomplish the various tasks that would be assigned.
Stages of team development
Our group went through the various stages of development like any other groups with the challenges and the progress handled by the member of the group. The following is a summary of the stages that our group went through. Each stage was characterized by the indicated activities and conditions, with some of these characteristics crossing over to the next stage among a few people.
The group structure was a simple one since it is an academically focused group that was formed to meet the specific tasks before it within the semester and eventually disperse as indicated above. There was the group representative who acted as the link between the…
Ann Marie N. & Joyce S., (2009). Group Dynamics and Team Building. Retrieved December 20, 2013 from http://www.wfh.org/2/docs/Publications/Hemo_Org_Resources/Monographs/HOD4_Group_Dynamics_2-edition.pdf
Grant, R.W., & Finnocchio, L.J. (1995). Interdisciplinary Collaborative Teams in Primary Care:
A Model Curriculum and Resource Guide. San Francisco, CA: Pew Health Professions Commission.
Mind Tools (2013). Forming, Storming, Norming, and Performing: Helping New Teams Perform
Teams provide inducement to work in a set up. Functioning as a group ensures effective and proficient performance of the jobs. This facilitates harmonization with different team members and also results in dissemination of the ideas and knowledge among them. (Teams and Teamwork) The convention of functioning in groups is more and more common in different types of organization. The members from different department are taken together to form teams with a view to encouraging cooperation among them in solving the problems and harmonizing new programs and new processes and also to be employed in the secular planning efforts. With a view to unite all the key personnel so as to increasing the productivity, increasing the associative-ness and enhancement of quality and proficiency the forming of interdisciplinary and diverse functional teams are constituted. Simply placing the people in teams however, do not ensure the effectiveness of the team. It is…
"Building High Performance Teams" Retrieved from http://www.lynco.com/team.html Accessed on 14 November, 2004
Chatman, Jennifer A; Polzer, Jeffrey T; Barsade, Sigal G; Neale, Margaret A. (December, 1998) "Being Different yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes" Administrative Science Quarterly. Volume: 12; No: 1; pp: 37-43
Dakhli, Mourad; Khorram, Sigrid; Vora, Davina. "Cultural Diversity, Information Pooling, and Group Effectiveness: A Network Approach" Retrieved from www.faculty.fuqua.duke.edu/ciber/programs/pdf/dvora.pdf Accessed on 14 November, 2004
Katzenbach, Jon R; Smith, Douglas K. (March-April, 1993) "The Discipline of Teams" Harvard Business Review. Volume: 71; No: 2; pp: 111-120
On our own team, we found, a lack of hierarchy was actually task-facilitating. Instead of a series and carrots and sticks method of keeping on task, overall team goal accomplishment was stressed, rather than personal performance.
In this model of organizational development, the process of performing was always in our minds, one of the most successful aspects of the team. Quality control was maintained through feedback loops between team members. For our team, the project of data-gathering was evaluated on a daily basis, with an eye upon the implementation or reporting phase.
Innovation is built into the process of constant team organization and reorganization, collaboration, and reformation, rather than resulting power-plays or a crisis. ith frequently reorganized and diverse teams, members of the organization must get to know one another well across horizontal and vertical leadership chains, and everyone gets a chance to play different roles and to have…
Chang, Yue Cathy; Johnson Wu, & Scott Roodvoets. Kaizen-Teian Improvement Systems
Module 10.1. Presentation for: ESD.60 -- Lean/Six Sigma Systems
MIT Leaders for Manufacturing Program (LFM). Summer 2004. May 6, 2009.
Other elements that could lead to conflict include asynchronicity, the perceptions of what is appropriate for public and for private online spaces, and the limitations of reading and writing. These elements can lead to misunderstanding and to often needless conflict.
To avoid potential conflict arising from such misunderstandings, the authors suggest making "I" statements, which would allow the persons involved to understand the feelings behind the statements. Assumptions, as mentioned above, should be checked by questioning, and elements of active listening are also important. Finally, it is important to acknowledge perspectives other than one's own. It is also important to indicate an understanding that the perspective is one's own and not necessarily that of the others.
The authors also note that conflict will not always be avoided, but can be used as opportunities for learning and growth. When conflicts occur, the persons involved can learn about themselves and the reasons…
Mind Tools Ltd. (2008). Conflict Resolution. http://www.mindtools.com/pages/article/newLDR_81.htm
Moussou, Mihaela & White, Nancy (2004, May). Avoiding Online Misunderstandings. Full Circle Associates. http://www.fullcirc.com/community/avoidingconflict.htm
Sookman, Claire. (2007). Team Building: 3 Ways to effective team communication. The Sideroad. http://www.sideroad.com/Team_Building/effective_communication.html
The model that emerged from the study proposes that there is a relationship of life mission with transformational learning and self-directed learning. Adult educators may improve their learning process when they provide some way for learners to understand their life's mission and relate it to learning. This may help the learning experience go from being teacher-directed to being more student-directed. The study suggests that purpose seeking must be included in emancipatory learning as well as awareness building (Kroth, p.134).
Stephen Brookfield recently published a study of the theory entitled epositioning ideology critique in a critical theory of adult learning about adult learning and how it differs from other types of theories. Looking at contemporary readings in adult educational, particularly those of the Frankfurt School of critical theory, as interpreted by Habermas, who taught "risk sliding into an exclusive engagement with the pragmatic dimensions of his thought to the exclusion of…
Brookfield, S. (2001).Repositioning ideology critique in a critical theory of adult learning. Adult Education Quarterly, vol. 52(11.
Brookfield, S. (2002). Overcoming alienation as the practice of adult education: the contribution of Erich Fromm to a critical theory of adult learning and education. Adult Education Quarterly, Vol. 52(2).
Barry-Craig P. Johansen and Gary N. McLean (2006). Worldviews of adult learning in the workplace: a core concept in human resource development. Advances in Developing Human Resources, Vol. 8(8.)
Belzer, a. (2004). "It's not like Normal School": the role of prior learning contexts in adult learning. Adult Education Quarterly, Vol. 55(1).
3) Enforcement of Teams Rules - This is not a technique that is desirable but is to be used when team members refuse to be team players;
5) Retreat - This allows individuals a cooling off period and is effective when there is not a real problem but only the perception of one.
6) De-emphasis - This is a type of bargaining that emphasizes the areas of agreement. (Townsley, 2006)
Teams require some conflict in order to effectively operate and cooperative conflict has the potential to "contribute to effective problem solving and decision making by motivating people to examine a problem." (Townsley, 2006) the work of Stulberg (1987) states that there are common patterns to all conflict which he calls the Five-P's of Conflict Management as follows:
4) Principles; and 5) Practices. (Stulberg, 1987)
Perceptions involve individual associated conflict with negative responses including anger,…
Kerr, Randy (2005) Work Team Conflict Resolution. Online available at http://www.uwstout.edu/rs/2005/article2.pdf
Stulberg, J.B. (1987). Taking charge / managing conflict. Lexington, MA: Lexington Books.
Townsley, Carole (2006) Resolving Conflict in Work Teams. The Team Building Directory. Online available at http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm
Heathfield, Susan M. (2008) Personal Courage and Conflict Resolution at Work. Human Resources. Online available at http://humanresources.about.com/cs/conflictresolves/a/conflictcourage.htm
Building and Managing and E-Learning Infrastructure
E-learning involves training by means of advanced technologies, such as the Internet, Intranet, Extranet, satellite broadcast, audio/video tape, CD-OM and more (Broadbent, 2002, p. 39). The term e-learning is an umbrella that describes a range of learning situations, including distance learning, web-based learning, virtual classrooms and more. All of these forms use communication technologies as a medium for learning.
This paper identifies and analyzes the main concepts, ideas, and strategies involved in building and managing e-learning structures. When exploring e-learning as a solution to help guide an organization's overall vision, values, mission and objectives, companies and schools must employ an e-learning strategy.
According to Von Schlag (2001), integrating e-learning into an organization is an excellent way to prepare the organization for change. It can allow employees to share and publish their knowledge and skills to improve the entire team.
In addition, it can enable…
Online] Available: http://www.outreach.psu.edu/DE/IDE/GP&P (2000). Innovations in Distance Education (IDE). Guiding Principles and Practices for the Design and Development of Effective Distance Education.
Broadbent, Brooke. (2002). ABCs of E-learning: Reaping the Benefits and Avoiding the Pitfalls. Philadelphia, PA: Jossey-Bass.
Frye, Colleen. (2002, February 8). Will E-Learning Make the Grade? Software Magazine.
Horton, William. (2001). Evaluating E-learning. New York, NY: American Society for Training & Development.
Do certain group members play traditional roles in the group dynamic, like that of an initiator, a follower, blocker, etcetera (Richardson, 2004)? Do people have clear roles and a sense of responsibility to the group as well as to their own duties? How does this change when the composition of the group changes?
Above all, a group process observer should regard the quality of participant interaction, particularly how well the participants listen to one other, engage in constructive or destructive conflict, and engage in problem-solving activities. Do the participants seem to understand what they were to do and the long and short rage goals of the conflict? Has the group generated processes that can solve these conflicts ("Process observer guidelines," 2008)?
Richardson, Phil. (13 Jun 2004). "Small Group & Team Building Process." Based on . Johnson & R.T. Johnson. Creative Conflict. Interaction Books, Edina, MN, 1987, pp. 2:27-28;…
Richardson, Phil. (13 Jun 2004). "Small Group & Team Building Process." Based on W. Johnson & R.T. Johnson. Creative Conflict. Interaction Books, Edina, MN, 1987, pp. 2:27-28; and R.E. Quinn et. al., Becoming a Master Manager. Wiley, 1990, pp. 202-203. Revised 13 June 2004. Retrieved 10 Mar 2008 at http://gpi.sagepub.com
Process Observer Guidelines." Retrieved 10 Mar 2008 at http://www.brethren.org/together/downloads/ProcessObserverGuidelines.pdf
Understanding the nature of teams and team management, what can you learn from sports teams?
Being insightful of the nature of teams and team management, it is possible to learn from team sports. Some of the key lessons to learn from team sports encompass aspects such as competitiveness and team spirit. At all times, teams in sports strive to remain competitive. This is not only internally amongst the players trying to play in different positions, but also externally against other rival teams. This indicates that employees within the organization should always endeavor to be at their best, learn, grow and develop. This not only enables them to develop into higher ranked positions, but is also beneficial for the organization at large. The team spirit element is another lesson that we can learn from teams. For a team to win, it necessitates a team effort, right from the first…
Brown, M., & Heywood, J. S. (2005). Performance appraisal systems: determinants and change. British Journal of Industrial Relations, 43(4), 659-6.
Davenport, T. H. (2014). What Businesses Can Learn from Sports Analytics. MIT Sloan Review. Retrieved from: http://sloanreview.mit.edu/article/what-businesses-can-learn-from-sports-analytics/
Furnham, A. (2005). Performance appraisal systems. In the People Business (pp. 127-129). Palgrave Macmillan UK.
Keidel, R. W. (1984). Baseball, football, and basketball: Models for business. Organizational Dynamics, 12(3), 5-18.
Team Conflict Development and Team Dynamics
Organizational tasks are becoming increasingly complex and more involved; teams have become valuable for easier and more effective accomplishment of tasks (Chekwa & Thomas, 2013). Teamwork has turned out to be a crucial driver of organizational productivity in the contemporary workplace (Breugst et al., 2012; Martinez-Moreno et al., 2015; Lee et al., 2015); this to a large extent explains why employers are ever more looking for individuals with outstanding teamwork abilities. Nonetheless, owing to differences in needs, objectives, opinions, interests, priorities, values, and beliefs between different members of a team, conflicts are bound to emerge often (Brown et al., 2011). Lack of proper handling of the conflicts, individual and team productivity can be significantly hampered (Fusch & Fusch, 2015). This paper provides of review of literature relating to conflict management in teams. The review particularly pays attention to team development and dynamics, team conflict…
Breugst, N., Patzelt, H., Shepherd, D., & Aguinis, H. (2012). Relationship conflict improves team performance assessment accuracy: evidence from a multilevel study. Academy of Management Learning & Education, 11(2), 187-206.
Brown, J., Lewis, L., Ellis, K., Stewart, M., Freeman, T., & Kasperski, J. (2011). Conflict on interprofessional primary health care teams -- can it be resolved? Journal of Interprofessional Care, 25, 4-10.
Canelon, J., Ryan, T., Iriberri, A., & Eryilmaz, E. (2015). Conflicts on team satisfaction and face loss and the moderating role of face work behaviors in online discussions. Academy of Educational Leadership Journal, 19(3), 45-61.
Chang, W., & Lee, C. (2013) Virtual team e-leadership: the effects of leadership style and conflict management mode on the online learning performance of students in a business-planning course. British Journal of Educational Technology, 44(6), 986-999.
Groups and Team Motivation
Groups and Teamwork Essays
First Essay: Analysis of the Differences between Informal and Formal Groups
There are significant differences in the norms, values, strategy and structure of formal vs. informal groups across the communication, strategic planning and problem-solving dimensions of how each type operates. Formal groups are more oriented towards hierarchical and clear lines of authority, including the use of formalized recognition and nonmonetary rewards for exceptional sacrifice and performance on behalf of the group (Meyer, ecker, Vandenberghe, 2004). Formal groups also concentrate more on the specific roles of each member, often clarifying their assignments and expectations. There is significantly more rigidity across the strategic planning and problem solving dimensions of formal groups as well. Communications tends to be more structured and focused on accountability, auditability and traceability over immediacy and quickness.
Informal groups also have specific assignments and requirements for each of their members, however…
Leavy, B. (2012). Michael Beer on higher ambition leadership. Strategy & Leadership, 40(3), 5-11.
Meyer, J.P., Becker, T.E., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007.
The following will be answers to questions given in instructions.
educing the frequency of official meetings will help the team stay focused on their goal. Don't just schedule meetings because it is what every team does. Just remember: the team's main aim is to keep it collectively engaged in the project at hand. Make sure the team has a very clear focus that interests every member. One way to increase team participation is to give every team member a responsible part to play in the meeting presentation. (Keep Them Interested: How to Increase Participation in Team Meetings, 2014). Making them understand the role each of them has to play in the success of the meeting And establishes the fact that each of the team members has a vested interest in the job. Furthermore, this encourages positive interaction among the members of the team. Even the workers who are…
Burns, ., Bradley, ., & Weiner, . Shortell and Kaluzny's Health Care Management Organizational Design & Behavior (6 ed.).
(2014). Free Conference Calls made simple - Speek. Keep Them Interested: How to Increase Participation in Team Meetings -. Retrieved April 6, 2016, from http://www.speek.com/resources/meeting-tips/keep-interested-increase-participation-team-meetings/
Gorden, William & Erica Nagel, Scott Myers and Carole Barbato. (1996) The Team Trainer, Winning Tools and Tactics for Successful Workouts. New York: McGraw Hill
The central idea of William Gorden, Gorden, Erica Nagel, Scott Myers and Carole Barbato's 1996 human resources and management workbook and text entitled The Team Trainer, Winning Tools and Tactics for Successful Workouts is that workplace unity is not something that simply 'happens' without systematic effort and controlled 'fun' on the part of leaders and team members. Firstly, effective teams to complete projects are integral to the functioning of today's modern workforce, and no man or woman is an island, however skilled and qualified at his or her profession. However, it is essential even amongst the most qualified employees that human managers engage in the use of specifically guided team-building and team-based tactics to ensure that workplace teams are functional and productive. In…
Resources Management by Jack J. Phillips, this text on the Team Trainer is utterly unpretentious, unself-conscious and fun. Its tone is set during its first chapter that begins like a cheerleading cry, calling for the reader to give the authors "a team!" with an enthusiastic punctuation of exclamation marks on the page. One can almost hear the roar of the supervising crowd from the stands.
However, such enthusiasm and confidence could merge well with some of the issues delineated in the text The Management of a Multicultural Workforce by Monir H. Tayeb, as clearly defined exercises and progress charts are helpful and clear ways of bridging cultural differences -- progress becomes measurable rather than vague, and teamwork is less apt to devolve into a series of personal conflicts based upon culturally different norms. However, in light of an increasingly diverse and multicultural workforce, it might be worthy of note that not all individuals from a variety of less directive cultural contexts would find the heavily psychologically (one could even say 'self-help') format of the tasks and exercises as comfortable as those from an American context, where informality and free discussion are more openly accepted.
However, the final words of the activities-oriented section of the text, that one must not be comforted with a smile on the part of employees shows that the text is cognizant of the fact that not every member of a team will be equally fulfilled, and no solution will be equally happy to all. It also shows how the current stress upon team building is itself part of a current workplace cultural context, as it provides the history of workplace theory in its final chapters. The book is always practical and realistic, and thus never assumes it can accomplish all, however enthusiastic and far-reaching the author's own goals and objectives for workplace teamwork may stretch into the 21st century of the global workplace of human resources.
TM 423 This Module's Case develop a successful project team. The core case a description actual team development situation: Poole, C. (2003). Three-week project turnaround. etrieved http://c2./cgi/wiki-ThreeWeekProjectTurnaround http://www.
Why so many project teams fail, how to help them succeed 'Teamwork' is one of the most common buzzwords in corporate lingo today yet creating a fully functional team can be extremely hard work. The process of team development presents challenges at every step of the process and requires a differentiated approach amongst the leadership. Bruce Tuckman has called his model of team development: 'forming, storming, norming, and performing.' "Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached" (Chapman 2009). Over the course of team development, leaders must adjust their style to the needs…
Chapman, Alan. (2009). Bruce Tuckman forming-storming-norming-performing. Business Balls.
Retrieved from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm
Flynn, A., & Mangione, T. (2011). Five steps to a winning project team. Retrieved from http://www.projectsmart.co.uk/five-steps-to-a-winning-project-team.html
Six characteristic stages of team development: The project life cycle. (2011). The Project
team is a small collaborated group of people working actively together and combining their complementary skills to achieve common goals. The researcher of this study has participated in a team project, and the study discusses description of the team, and number of people in the team.
Description of the Team
The researcher of the study has participated in several team projects, and one of important team projects that the researcher has participated is a team formulated to prepare a proposal to find a solution to the cleaning of British Petroleum (BP) oil spill of 2010 in the United States. In 2010, there was an oil spill in the United States and the spill caused damages to some states in the United States. esearcher's organization is a Management Consultancy, and the organization formed a team to prepare a proposal on the cost-effective effective method for the cleaning of BP oil spill.…
Sans Institute (2009).Beer - The Key Ingredient to Team Development. White Paper, SANS Institute Reading Room.
Quick T.L. (1992), Successful Team Building. New York, NY: AMACOM Div
American Management Association.
University of Wisconsin-Madison (2007). Facilitator Tool Kit: A Guide for Helping Groups Get Results. University of Wisconsin System Board of Regents.
team assigned a large project current organization ( organization ). Prepare a paper 1,050 words describes an incentive plan applied a business setting increase team's motivation, satisfaction, performance.
The performance of employees is influenced by certain factors that must be addressed by companies in order reach their objectives. The motivational level within the company is one of the most important factors that affect personnel's performance level. Therefore, it is important that companies identify the best incentives plan that can be applied in accordance with the characteristics of each company.
United Natural Foods is one of the largest organic foods producers in the U.S. The company's range of products includes natural and organic groceries, frozen foods, personal care products, nutritional supplements, and others. The company has approximately 5,000 associates in its network of distribution centers. United natural Foods' interest in its employees' satisfaction is recognized by the…
1. Sammer, J. (2007). Weighing Pay Incentives. HR Magazine. Retrieved September 9, 2011 from http://findarticles.com/p/articles/mi_m3495/is_6_52/ai_n19311779/ .
2. Attitudes (2010). Instructional Design. Retrieved September 11, 2011 from http://www.instructionaldesign.org/concepts/attitudes.html .
3. Employee Motivation (2011). Encyclopedia of Business. Retrieved September 11, 2011 from http://www.referenceforbusiness.com/encyclopedia/Eco-Ent/Employee-Motivation.html .
It is important to ensure that the team for any specific task comprises members who are knowledgeable and posses the required skills needed to carry out the task. Teams should also try to work across organizational boundaries/levels and break down internal barriers and deal with people and issues directly and avoid hidden agendas from both within the group and from external sources.
Prior to selecting team members, the purpose and the reasons for creating the HPWT should be clear to the entire management members deciding on the team creation. Teams without a definite goal and aim, will drift and fail, since no goal and objective is set or a final objective identified. Getting together individuals possessing special skills, talents or expertise in order to build a team is critical. Important skills for a team include: "technical expertise," "problem solving," "decision making," and "interpersonal skills." (Thompson, Aranda, Robbins, & Swenson, 2000)…
Adams, Christopher P. (2002). High Performance Work Systems" in U.S. Manufacturing. Federal Trade Commission,
Berry, L. (1981). The employee as customer. Journal of Retail Banking, 3, 1, pg. 25
Child, John. (2001). Trust -- the fundamental bond in Global Collaboration. Organizational Dynamics, 29, 4, 274-288
Connelly, Julie. (2002). All Together Now. Gallup Management Journal,
It is critically important that the team be able to speak to each other and the leader openly. If there is no communication hurt feelings will result and oftentimes unknowingly. When team members are feuding between one another it places a great deal of stress upon the whole team. When the focus is upon individual personality differences precious time is wasted which could be spent towards the achievement of goals for the team. It is important to safeguard the team from this by setting up a system of routine meetings where people have a chance to discuss potential problems. (Jefferies, nd)
III. FOUR PHASES of TEAM-UILDING
The work of Moreira states that there are four phases of team building and states those four phases are as follows: (1) Forming: This is period in which team members are becoming oriented and expect to receive implicit instruction; (2) Storming: During this period…
Jack Jeffereries (2nd) Team Dynamics
McNeill, Bellamy & Burrows (2000) Introduction to Engineering Design, 2000-Page G-9
Moreira, Paqula (2003) Building an Effective it Team Step-by-Step Certification Magazine July 2003.
Brownstein, Marty (nd) Resolving Conflicts on the Team: Managing Teams for Dummies.
epresentative Building Information Modeling Implementations in Other Countries
As noted above, evaluating the effectiveness of building information modeling systems remains challenging because of the relatively recent addition of this suite of modeling tools to the architect/designer repertoire, but there are some salient successful examples of such deployment from around the world as set forth in Table 1 below.
epresentative Building Information Modeling Implementations in Different Countries
Approximately 33% of architects and engineers were using BIM applications according to a 2007 survey; no case studies or other surveys of Finnish engineering firms have been conducted to date to the authors' knowledge (Wong, Wong & Nadeem, 2010). The major adopters of BIM include VTT. Building information modeling guidelines are being formulated with industry-wide support and collaboration (Wong et al., 2010).
The Norwegian Homebuilders' Association has encouraged the adoption of BIM industry wide; the major adopter of…
'a Case Study of BIM Implementation in India.' (2012, August 30). AEC Bytes: Building the Future. [online] available: http://www.aecbytes.com/buildingthefuture/2012/InformArchitects-CaseStudy.html.
'Around the world with BIM.' (2012). AEC Bytes. [online] available: http://aecbytes.com / blog/2012/05/09/around-the-world-with-bim/.
Cotts, D.G., Roper, K.O. & Payant, R.P. (2010). The Facility Management Handbook. New York: American Management Association.
Fisk, R. (2011, February 24). 'Tripoli: A City in the Shadow of Death.' The Independent
Teams are needed for completion of various projects which otherwise cannot be undertaken by an individual alone. However the question that arises in this connection is what are the strengths of teams that would make them better than an individual. Some advantages have been identified that make a team more desirable and they are as follows:
TWO HEADS AE BETTE THAN ONE
When more brains get together, they can come up with variety of ideas and solutions that can help solve problems in a much better way than an individual alone. Brainstorming sessions can generate many useful ideas which can enhance the performance of a team working on any project. (Wysocki, 2011)
During the completion of any project, people can come under serious stress which can negatively affect performance... A person who is handling stress alone finds it impossible to concentrate on completion of the task and hence…
Wysocki, Robert. Effective Project Management: Traditional, Agile, Extreme John Wiley and Sons, 2011
Balridge, Letitia. Letitia Baldrige's more than manners: raising today's kids to have kind manners & good hearts. Simon and Schuster, 1997
Lewis, Neil. 100 Rules for Entrepreneurs: Real-life Business Lessons. Harriman House Limited, 2010
Dyer, Gibb. Team building: proven strategies for improving team performance. John Wiley and Sons, 2007
Creating and providing upkeep for team cohesion and continuity can be a tricky thing in the modern workplace. There are a number of things that must be dealt with. There are also a number of factors that contribute to teams becoming shaky or even dysfunctional. While choosing the overall topic of team-building can lead to the casting of a very wide net in terms of overall topics, this report shall focus on a few things in particular. They will include the betterment of overall management practices, the elements that are inherent to a good team environment, the avoidance of conflicts before they start, ways to improve communication and strategies that can be used to avoid conflicts in general. While creating and upholding proper team dynamics is not rocket science, there are some important tactics and ideas that should be utilized and employed and not everyone knows (or cares to…
Acevedo, P. (2016). Protecting your Team does not Mean Protectionism. LinkedIn. Retrieved 4 July 2016, from https://www.linkedin.com/pulse/protecting-your-team-does-mean-protectionism-pedro-guillermo-acevedo
Bouton, K. (2015). Recruiting for Cultural Fit. Harvard Business Review. Retrieved 4 July 2016, from https://hbr.org/2015/07/recruiting-for-cultural-fit
Quast, L. (2013). New Managers: 4 Reasons You Need An 'Open Door' Policy. Forbes.com. Retrieved 4 July 2016, from http://www.forbes.com /sites/lisaquast/2013/10/07/new-managers-4-reasons-you-need-an-open-door-policy/#7066af5f826e' target='_blank' REL='NOFOLLOW'>
Building Information Modeling
Evolution of BIM
Characteristics of BIM
Managing BIM Models
Barriers to BIM
The Future of BIM
ecently, a lot of revolution has been taking place to bring change in the fabric of the audiovisual design and integration of business. Nasser (2010) noted that Building Information Modeling (BIM) is not a new innovation to the field of construction. It has been around for decades, even though the term BIM was introduced more recent by Professor Charles Eastman of Georgia Tech, who developed the first no-commercial BIM tool almost three decades ago and called it Engineering Data Model (EDM), when has undergone through a number of iteration (Nasser, 2010). In this paper, we evaluate the concept and application of Building Information Modeling (BIM).
ecently, a lot of revolution has been taking place to bring change in the fabric of the audiovisual design and integration of business.…
Mihindu, S., Arayici, Y.: Digital Construction through BIM Systems will drive the Re-engineering of Construction Business Practices, International Conference on Visualization IEEE Computer Society 2008, 29-34.
Dean, R. (2007). Building Information Modeling (BIM): Should Auburn University Teach BIM to Building Science Students? Graduate Capstone, Department of Building Science, Auburn University.
Rosenburg, T.L. (2007). "Building Information Modeling." [WWW document] URL http://www.ralaw.com/resources/documents/Building%20Information%20Modeling%20-%20Rosenberg.pdf
Thompson, D.B., and Miner, R.G. (2007). "Building Information Modeling - BIM: Contractual Risks are Changing with Technology" [WWW document] URL http://www.aepronet.org/ge/no35.html
Building an Effective Technology Support Team
Creating and managing an effective technology support team needs to be predicated on more than just the traditional four areas of planning, organizing, leading and controlling and include the critical skill sets of transformational leadership skills. Those four components of management theory don't take into account the broader aspects of transformational leadership's contributions of a compelling vision and galvanizing mission, both of which are critical for any technology support team to excel. The intent of this analysis is to illustrate the best approaches to building an effective technology support team. Included in this analysis are recommendations for managing personalities and how they affect relationships within and beyond the technical staff.
Creating and Effective Technology Support Team
Teams are by definition a group of people all working towards a common goal. Increasingly teams are both in-person and virtual, as evidenced by the use of cloud…
Braun, F.C., Michel, A., & Martz, B. (2012). Action-centered team leadership influences more than performance. Team Performance Management, 18(3), 176-195.
Kezsbom, D.S. (1993). Integrating people with technology: A paradigm for building project teams. Transactions of AACE International,, 6-Q.4.1.
Leavy, B. (2012). Michael beer - higher ambition leadership. Strategy & Leadership, 40(3), 5-11.
Ramsey, R.D., EdD. (2010). Are you missing out on the power of purpose? SuperVision, 71(10), 19-21.
Early on in my career I recognized that building coalitions was a highly regarded quality within the federal government, and it became my goal to be respected by both civilian and military leaders. Throughout the course of my career, I have been able to build strong relationships with many outstanding colleagues and have been involved with successful actions at high levels of government which have allowed me ample opportunities to build strong networks and support systems. There are four important examples of coalition building that I would like to discuss here.
The first example was my colleague's recommendation that I be chosen to represent women in the military on a commemorative stamp issued for that purpose. I was surprised and delighted that I had built a strong enough relationship with this colleague to be recommended for this honor. Even though there were hundreds of applicants interviewed, I was…
Another important example of building coalitions comes from my work at the Office of the Secretary of Veterans Affairs. There are many high-level interconnected government relationships that I must deal with daily, and have been working in this job since 1998 at the cabinet level. I hold the title of Senior Civilian Protocol Officer and must communicate both policy and guidance to VA employees throughout the world. In addition to working with these individuals, I also work with Congressional committee staff, White House staff, and those in other governmental organizations, which allows me to learn about and communicate with many different kinds of people on many different levels.
The fourth and final example of building coalitions comes from 2000, when I led a team of 50 individuals to establish and create the USO Exhibit located in the Pentagon. Now in it's fifth year, the exhibit is viewed by over 100,000 tourists per year, and cost $50,000 to create. During the creation of the exhibit, I coordinated staff policy, maintained focus, and met goals and objectives for the Secretary of Defense. For our performance, my team and I received honor awards; I also received the Secretary of Defense Meritorious Service Award.
The performance that I have continued to give to each organization that I have been involved with throughout my career has helped me to win support for many of my ideas and has created important relationships with many colleagues. Leadership roles are valuable to me, and I ensure that customer complaints are handled properly and new procedures are implemented, as well as ensuring that there is a consensus developed among all of those that are participating in a particular project so that it can run smoothly and be completed on time. By building coalitions I have the opportunity to share my experience and to help others with their skills.
However, team performance can also be measured by the sense of mutual respect between team members, and the presence of healthy rather than destructive forms of conflict.
Part II: Implementation and Evaluation
State the rationale for your selection of the competency. What is this the most important competency for your immediate self-development? Why?
To foster cooperation, there must be trust between team members. The team must trust that the leader is setting feasible goals, and the leader must trust the individual team members to achieve those goals. Trustworthiness and integrity, and being able to convey this sense of security to fellow team members on the part of the leader is critical, and it is not enough merely to be honest, one must convince others of one's honesty.
2. What were the results of your implementation? Were you successful? How do you know? What was the impact on others?
Conflict within the organization is an every day reality as no one individual will have the same opinion or style. The differences found amongst people in the workplace has required perceptions to change when it comes to leading a team and implementing strategy. One's attitude must be flexible and tolerant of change and conflict. Conflict must be an accepted factor or otherwise the organization will not survive.
In many ways, leaders and management look at conflict as a positive. Because conflict taking time and effort to resolve, it also allows for critical thinking and opening the path for new ideas and solutions. This works to the company's advantage over the long run as it continues to think outside the box or get do away with the box entirely. This leads to innovation. The attitude toward knowledge has evolved because more than one type is needed in order to…
Robbins, Stephen. 2001. Organizational Behavior. Upper Saddle River: Prentice Hall.
Team Implementation - General Motors
Team implementation -- General Motors
The American automobile industry has historically been one of the largest employers of the country. During the recent years however, the industry has suffered massive demises and was forced to downsize its staffs. Some of the challenges which faced the automobile industry included the forces of globalization which intensified competition, the changing consumer demands, the fluctuating prices of oil or the very threat of global warming.
But the more recent and most severe challenge was raised by the internationalized economic crisis. Commenced within the American real estate sector, the crisis soon expanded to the automobile industry, the furniture, electronics and virtually all commercial sectors of the economy.
General Motors was one of the companies worst affected by the economic recession. The organization was forced to downsize, restructure its debt and request financial aid from the United States Government. These solutions…
Dettmann, T.R., Effective teams… some guidelines, CF Systems, http://www.cfsystems.org/drupal/docs/Teams.PDF last accessed on December 8, 2011
Kiev, A., 2008, Hedge fund leadership: how to inspire peak performance from traders and money managers, John Wiley and Sons
Lumsden, G., Lumsden, D., Wiethoff, C., 2009, Communicating in groups and teams: sharing leadership, 5th edition, Cengage Learning
Phillips, J., Gully, S.M., 2011, Organizational behavior: tools for success, Cengage Learning
Building a Bridge
Cherry oad Bridge Project
This is a proposal to create a solidly engineered pony truss bridge at Cherry oad to be concluded by August 31, 2012. We have assembled a competent project team to help us accomplish this task. We have carefully selected project members based on area of expertise. Guided by the overall engineering and design blueprint and under the direction of a capable Project Manager, each team member will employ his or her unique skill set (and extended team members) to see this project through to completion in a safe, cost effective, and timely manner.
Principal Team Members
Owner: Tom Jones -- [HIDDEN]
Project Manager: Geoffrey Hendricks -- g. -- [HIDDEN]
Senior Designer: Marilyn Branson -- [HIDDEN]
Constructor: Scott Cooley- scott. -- [HIDDEN]
The Owner, Mr. Tom Jones, has initiated this project and will ultimately assume ownership upon its completion. A long-time private…
Quality in the Constructed Product: A Guide for Owners, Designers, and Constructors, American Society of Civil Engineers Manual No. 73, ASCE, New York, 1990.
Team and Tension
The major components of House's Path-Goal Theory are directive leaderships, supportive leadership, participative leadership, and achievement-oriented leadership. Each leadership style has its own unique attributes which correlate directly to an individual's personality traits. For instance, directive leaders tend to have a more authoritarian approach to leadership. They tend to establish working hierarchies of relationships and reporting structures. Directive leaders also tend to operate as a single leader with sole responsibility over a limited amount of resources. As such directive leaders are particularly effective in routine and repetitive environments that adhere to strict requirements. Manufacturing and retail management positions tend to be very effective positions for directive leaders. Directive leaders give subordinates instructions about their task, how it is to be performed, and the time frame in which it needs to be completed. There is often very little freedom in regards to how the task should be accomplished.…
Building Shared Services at Case Study
An analysis of the Building Shared Services at reveals that various challenges facing the company require immediate response. This will ensure that the company does not lose its customers and face closure at worse. This is the case because many customers have raised their concerns regarding these issues (McKeen & Smith, 2012). One of the pertinent issues is based on the decentralization of operations within the entire organization where each of the business operates independently. All the independent business units have the authority to develop and implement new projects besides making decisions without necessarily collaborating with the other business units or the entire firm (Cullen & Parboteeah, 2010).
Summary of Facts, Issues, Implications
With the decentralization of operations, the firm is currently facing various issues such as issuing customers with receipts of each of the four products that the company sells instead of issuing…
Cullen, J.B., & Parboteeah, P. (2010). International business: Strategy and the multinational company. New York: Routledge.
McKeen, J.D., & Smith, H.A. (2012). IT Strategy: Issues and Practices. Upper Saddle River, NJ: Pearson Education, Inc.