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Although Lombardi quotes are frequently misrepresented, the point conveyed is very obvious, it is the outcome that matters and nothing else. So to build self-confidence and see considerable progress and to learn optimistically from mistakes made is the successful principle of coaching. Coaches focus on the procedure and not the result. As well it is important for the players to do the same.
All coaches function under a coaching philosophy of some sort. It may be by character or it may be properly documented and well thought out. The benefits of a well thought out coaching philosophy areas follows:
1. He discovers about himself. How he responds and what powers he has, why he is coaching and how perfectly he manages his players and their training.
2. He gains an understanding of his coaching position, the hindrance he has to face and how he deals with limitations, suitable and safe…
Van Velsor, E. & McCauley, C.D. (Eds.) (2004). The Center for Creative Leadership: Handbook of leadership development (2nd ed.). San Francisco: Jossey-Bass
Durham, C., Knight, D., & Locke, E. (1997). Effects of Leader Role, Team-Set Goal Difficulty, Efficacy, and Tactics on Team Effectiveness. Organizational Behavior and Human Decision Processes. 72 (2), 203.
Are you organized in your daily and occupational life and if so please explain?
2. How many contacts did you maintain in your previous position? For example how many businesses were contracted for supplies and/or individuals did you communicate with on a weekly basis outside of the business.
3. What scale of materials handling do you have experience with in the work setting? For example: number of products procured and warehoused in your previous job.
4. What materials management program did you use in your last position? For example the computer tracking program or if in house developed please describe.
5. If you were given a conflict associated with usability of a product, by a user in the field how would you address that conflict and how would you use the team to help find alternatives?
6. If you were referred to a new "innovative" sustainable product that could ultimately…
Allender, H.D. (Nov-Dec, 1995) Reengineering employee performance appraisals the TQM way.
Industrial Management. Retrieved May 30, 2010 from: http://findarticles.com/p/articles/mi_hb3081/is_n6_v37/ai_n28668472/
Drummond, H. (2001) Introduction to Organizational Behavior. New York, NY, Oxford University Press USA.
Gosling, J.J. (2008) Economics, Politics, and American Public Policy, New York, NY: M.E. Sharpe.
This cannot be
determined without intimate conflict mediation however.
4.Describe some of the conflict resolution techniques that you, as team
leader, can implement.
Mediation would be the primary technique, using my skills as an
intermediary to conduct a meeting in which all parties voice grievances and
offer suggestions on how the situation might be improved.
5.What is the responsibility of the rest of the staff in this situation to
both Michael and the two CNAs?
The rest of the staff is responsible to Michael as subordinates.
They must therefore provide work support to him based on the gaps left by
the other CNAs. Responsibility to the CNAs extends only so far as
assisting in shared work responsibilities.
6.Utilizes a systematic approach of outlining the pros and cons of a
scenario or related decisions.
Pros: These include the opportunity to improve through mediation upon long-
standing negative work conditions, the prospect…
Friend Become a Team Leader in a Foreign Country
ecommend whether or not your friend should insert herself as a coach from the beginning. Provide a rationale for your response.
It is essential for the self-proclaimed coach to; firstly, understand the local environment before attempting to assist a friend to fit in such work context. It is essential, if people are to evolve as leaders, to understand that leadership differs from sheer management of work tasks and assignments. The self-perceptions of yester-years and the outdated models of leadership must be shed for modern day leaders to fit in the fast evolving work environment today. An ideal modern manager is one that has succeeded to shift attention from their position of authority to team dynamics and accomplishments. Such collective achievement should be their inspiration and satisfaction. The true nature of a modern day manager is anchored on the power derived from…
Centre for Learning Innovation, 2008. Resolve cross-cultural misunderstandings, Strathfield NSW: State of New South Wales, Department of Education and Training.
Dori Meinert, 2013. Matters of Faith. Society for Human Resource Management, 1 December.
Jevan Soo, 2012. Multicultural Leadership Starts from Within, s.l.: Harvard Business Review.
Prof. Stefano Beggiora, 2014. Managing Cultural Differences in International Business. University of Venice - Working Paper.
GECP TEAM MEMBERS
(Project Site Director)
GeoEnergy Conversion Project (GECP):
Digital Imaging Health Integration
Diagnostic Imaging Centers offer a new step into the future of healthcare, bringing sophisticated technology, monitoring and computer capabilities to hospitals and other patient support businesses. Personalized GECP initiative facilitates use of stand-along sustainable power sources to augment existing (carbon) options. Proprietary elements allow for maximum cost savings, full integration with geothermal options of various kinds, and demonstrate measurable health advantages. Project accomplishment advances sector for use of integrated energy options for emerging digital imaging and diagnostic centers within various operational structures.
Step 1: Describe the Problem'Geothermal' literally means 'Earth's heat, which is estimated to be 5,500 degrees centigrade at the Earth's core -- about as hot as the surface of the sun. Geothermal energy is a clean, renewable resource that can be tapped by many countries around…
Team Conflict Situation
For the purpose of this paper, I am a leader of a team that is working together to complete a project of significance. Unfortunately, but not surprisingly, there is a conflict between members of my group. The conflict is escalating, which is problematic, as the deadline for the project is approaching and again, the project holds significance for us and the company for which we work. The nature of the conflict among the group members has to do with the high degree of task interdependence for this particular project. Something that is an unfortunate, regular occurrence in group projects is that some of the group members feel overworked and that they have become responsible for the majority of the work on the project. This is another aspect of the team conflict I must address as leader of this group. Besides myself, the team members are women…
Behfar, K.J., Peterson, R.S., Mannix, E.A., & Trochim, W.M.K. (2008). The Critical Role of Conflict Resolution in Teams: A Close Look at the Links Between Conflict Type, Conflict Management Strategies, and Team Outcomes. Journal of Applied Psychology, 93(1), 170 -- 188.
Bradley, B.H., Klotz, A.C., Postlethwaite, B.E., & Brown, K.G. (2013). Ready to Rumble: How Team Personality Composition and Task Conflict Interact to Improve Performace. Journal of Applied Psychology, 98(2), 385 -- 392.
Somech, A., Desivilya, H.S., & Lidogoster, H. (2009). Team conflict management and team effectiveness: the effects of task interdependence and team identification. Journal of Organizational Behavior, 30, 359 -- 378.
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
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
If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral)" (Blair 2008). Groups, and members of a group, must have strong interpersonal and managerial skills, to become self-managing units. A group must exercise collective leadership, not merely be lead by a single individual (Blair 2008).
Even if one person may be designated as a leader, the group must agree upon a particular way to organize meetings, plan, set goals, and monitor and review performance. Having a mission statement can help give clarification and focus to all of these duties. If the mission statement becomes a point of contention, it at least encourages the articulation of issues in a clear and directive fashion and may even establish that disagreement is 'okay' within the group, early on. Having a formal feedback procedure ensures not only that the group is…
Blair, Gerard M. (2008). "Groups that work." The Art of Management. Retrieved March 14, 2008 at http://www.see.ed.ac.uk/~gerard/Management/art0.html?http://oldeee.see.ed.ac.uk/~gerard/Management/art0.html
Famous models: Stages of group development." (2001). Chimaera Consulting.
Retrieved March 14, 2008, at http://www.chimaeraconsulting.com/tuckman.htm
Geert Hofstede analysis." (1999). International Business Center.
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
Several months ago, I was amongst those elected into a team set up to look into ways of enhancing interdepartmental cooperation. The team comprised of 7 individuals -- each representing a department. The key mandate of the team was to come up with strategies of enhancing cooperation between departments so as to enhance overall organizational efficiency. With regard to the various types of teams Landy and Conte (2013) identify, this particular team could be described as a project team. A project team in the words of Landy and Conte (2013, p. 521) is that kind of a "team that is created to solve a particular problem or set of problems and is disbanded after the project is completed or the problem is solved."
In this particular team, I was the Human esource Department representative. Amongst other things, I was charged with soliciting views from member of my department…
Jordan, P.J., Lawrence, S.A., & Troth, A.C. (2006). The Impact of Negative Mood on Team Performance. Journal of Management & Organization, 12(2), 131-145.
Landy, F.J., & Conte, J.M. (2013). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology (4th ed.). Hoboken, N.J.: John Wiley & Sons.
Teams allow a group of people within the organization to work closely with one another to arrive at a solution for a problem or an idea for a new project. Teams, when comprised of likeminded people, focus on achieving a work-goal better than a single individual pursuing the same goal. Management's role in developing and nurturing a team is important, selection of team members who can co-ordinate and work without friction is important. (Schilling and Hill, 1998)
Self-managed teams learn to prioritize the time spent on any task and divide the task into easy manageable bits that all team members can tackle. rainstorming and collection of ideas and proposals for any project helps the team identify the tasks required to be undertaken to complete the project. Periodic evaluation of these ideas and the progress of the project are also carried out by good teams (Harvey and rown, 1976).
Harvey, Donald F. And Brown, Donald R., 1976. An Experimental Approach to Organization Development. Englewood Cliffs, NJ: Prentiss-Hall Inc.
Schilling, Melissa A. And Hill, Charles W.L. 1998. Managing the new product development process: Strategic imperatives. From Academy of Management Executive, August 1998, pp. 67-81
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.
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.
Development teams are usually the main building blocks of the strategy of any successful organization. The focus of the organization may be on service, cost, speed, performance, efficiency and value among other goals (Moller & Tollestrup, 2012). Nevertheless, development teams always remain the central methodology in the organizations, in either private, non-profit and government organization.
When development teams become more aligned, there is the emergence of commonality of direction (Moller & Tollestrup, 2012). This leads to the harmonization of individual energies. Through this, there is a shared vision of team members as well as proper understanding on how to complement the effort of each other. Once an individual knows the type of the development team he or she is in, it helps in choosing how to plan work as well as what is expected.
The decision making process of development teams assists organization in solving day-to-day problems. The advantage…
Schilling, M.A. (2006). Strategic management of technological innovation. Boston, Mass. [u.a.: McGraw-Hill Irwin.
Development team. (2009, Aug 29). The Southland Times. Retrieved from http://search.proquest.com/docview/330806433?accountid=35812
Moller, L., & Tollestrup, C. (2012). Creating shared understanding in product development teams: How to 'Build the beginning'. London: Springer.
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.
When there is enough time, and perhaps some reason to communicate, team communication neither retards nor enhances team performance" (Schraagen & asker, 2003, p. 761). Thus, freedom to communicate is essential, and for the team's survival, all team members must feel the freedom to communicate and to listen, as well.
In addition, there may be some team members who simply refuse to "get on board" with the team. They may not communicate, they may not understand the goals, and they may not feel comfortable or included in the team. For success, it is essential to include these members in the team, even if they seem to resist. First, a team leader should make sure the team member is on board and understands the goals. The team leader should also try to find out if there are other reasons for non-participation before the team meets. If there are problems or arguments,…
Douglas, C., Martin, J.S., & Krapels, R.H. (2006). Communication in the transition to self-directed work teams. The Journal of Business Communication, 43(4), 295+.
Fleming, J.L., & Monda-Amaya, L.E. (2001). Process variables critical for team effectiveness. Remedial and Special Education, 22(3), 158.
Schraagen, J.M., Chipman, S.F., & Shalin, V.L. (Eds.). (2000). Cognitive task analysis. Mahwah, NJ: Lawrence Erlbaum Associates.
Schraagen, J.M., & Rasker, P. (2003). 31 Team Design. In Handbook of cognitive task design, Hollnagel, E. (Ed.) (pp. 753-784). Mahwah, NJ: Lawrence Erlbaum Associates.
I understand the objections you have raised, regarding the creation of a team-based workplace. However, as well as the potential problems you are concerned about, consider the old adage that 'the true definition of insanity is doing the same thing again and again, while expecting different results.' Sales are flat and a new sense of energy is needed to invigorate the company.
Using workplace teams will create a sense of community and solidarity amongst employees. One of the problems with salespersons in particular is that they view their work as an individualized effort, rather than a team effort. Working as a team rewards them for how well they perform in the service of others, not just how they shine alone. Teams will be rewarded 'as a team' rather than for the performance of individual members. This will create cohesiveness in a volatile workplace environment, where people often shift…
Building blocks for teams. (2011). Penn State. Retrieved:
Forming, storming, norming, and performing. (2012). Mind Tools. Retrieved:
Some of the major ad campaign media included television, radio, print, and the internet. However the internet had raked in the most ad campaign revenues as compared to the others. This was not surprising considering online advertising was available to a worldwide audience in the new global village world order. This fact weighed in heavily at our first brainstorming session to identify the product to build an advertising campaign around.
When we met at the end of the first week, our product ideas ranged from ad pitching for an imaginary dog poo vaporizer spray to a book that would help students improve their memory of studied materials. I suggested that we focus on a product that we could easily sell on the internet, to which another team member highlighted that the cheapest products to produce and market were information products. Such consisted of information packaged in electronic form, ebooks or…
Addressing Challenges Groups Teams Your Learning Team management staff a contracted customer-service call center Desert Communications Inc., a major wireless telecommunications organization.
This paper aims to address the challenges of groups and teams. Desert communication is making operational changes that will involve car roadside show. The changes will affect the employees. Therefore, the company has to devise a method to communicate these changes. According to Page, there is always resistance to organizational changes. This paper will propose on strategies that will make this transition successful. The paper will focus on training of multiple audiences that will participate in the car roadside services.
Addressing the Challenges of Groups and Teams
The company wants the employees to work in groups. Each manager has ten employees to supervise. The effective implementation of the roadside service provision depends on this team working together. According to Page, formation of groups at work brings…
Page, S. (2010). The power of business process improvement: 10 simple steps to increase effectiveness, efficiency, and adaptability. New York: American Management
Sabri, E.H., Gupta, A.P., & Beitler, M.A. (2007).Purchase order management best practices:
Process, technology, and change management. Ft. Lauderdale, FL: J. Ross Pub.
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.
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,
Strengthening Others for Team Excellence
For a team to be successful in their activities, they need a strong leader who will bring the team together by ensuring the team members trust each other and look forward to achieving the goal of the team. According to Northouse (2012), the team leader is important and should exhibit traits such as intelligence, confidence, integrity, and determination. Kouzes and Posner (2012) also suggest similar qualities stating that the leader should be honest, inspiring, competent, and forward-looking. These scholars present different views of groups and teams dynamic, which form the subject matter of this paper.
Group dynamics and cohesiveness
According to Northouse (2012), a group's cohesiveness is promoted by the leader's qualities. The leader should be intelligent, as seen in their communication and problem-solving skills, excellent as seen in their synergy with the team and determined. Kouzes and Posner (2012) define competence as the most…
Cleaver, J. (2001). A new team, better work, Chicago Tribune: Working, p. 1.
Cropanzana, R., Bowen, D.E., & Gilliland, S.W. (2007). The Management of Organizational Justice. Academy of Management Perspectives, 21(4), 34-48. doi: 10.2307/27747410
Kouzes, J.M., & Posner, B.Z. (2012). The leadership challenge (5th ed.). San Francisco, CA: Jossey-Bass.
Mathias Dewatripont, & Jean Tirole. (2005). Modes of Communication. Journal of Political Economy, 113(6), 1217-1238. doi: 10.1086/497999
By using these forms of open communication, members of the group would have felt less frightened or intimidated to speak up with their ideas.
Conner's leadership style was very authoritarian. He thought he knew best, was confident about that fact, and wanted to make sure everything got done the right way -- his way. His style consisted of his making assumptions and asking for input without wanting honest feedback. Also, as a self-appointed leader, he did not ask the group whether or not they wanted to choose a different leader or operate in a more democratic fashion. This leadership style was not effective because the group was tasked with coming up with a creative product. An authoritarian leadership style does not breed creativity. In fact, just the opposite, it inspires others to do just what they did, fall in line. As previously mentioned, however, Conner's leadership style did…
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…
Strengthening Others for Team Excellence
Overview of Concepts
The first concept is transformational leadership, which is rooted on the ability to inspire and motivate (Northouse, 2013; Abu-Tineh et al., 2009). First introduced by Max Weber in 1948 and broadened by Sir McGregor urns in the 70s, it connects charisma and leadership. It is woven around the four key concepts or styles, or the four I's, namely, idealized influence, inspirational motivation, individual consideration, and intellectual stimulation. Idealized influence shapes a follower into a leader by making him live a leader's action each day. This is applied to all types of groups. Inspirational motivation commits a follower or member to the group's shared vision. This inspires followers to work harder and better in achieving or fulfilling that shared vision. A certain level or amount of charisma is required of the leader in order to create this influence. Individualized…
Abu-Tineh, A. et al. (2009). Transformaional leadership model in practice: the case of Jordanian schools. Vol. 7 Issue 3, Journal of Leadership in Education: Leadership
Educators. Retrieved on February 25, 2014 from http://www.leadershipeducators.org/Resources/Documents/jole/2009_winter/JOLE_7_3_Abu_Tineh_Khashawneh_Omary.pdf
Leimbach. M. & Eidson, C. (2010). Top ten tips for remote work teams. Wilson Learning
Corporation: Wilson Learning Worldwide. Retrieved on February 25, 2014 from Retrieved on February 25, 2014 from http://asp.wilsonlearning, com/materials/article_Virtualteams0110.pdf
Comment by Sabina:
Working in teams can be very complicated and rewarding. It is important to understand the dynamics of working in teams. One of the fundamental knowledge is that each team member is different, have different abilities, motivations and personality. "Group work requires critical thinking, analytical skills, and excellent communication skills. Individuals with different personalities and different work ethic can be a potential problem" ("Potential challenges with," 2010). When creating an innovative team many different considerations should be analyzed. In this paper I will discuss some of the important aspects of building an effective team, innovate and creative team.
The leader of the team is extremely important (Sarkisian & Bok, 1997). Some of the most important qualities of a great team leader is integrity, high ethical standards, honesty, clear vision, enthusiastic, committed, solution oriented, empowers others, fosters self-motivation, strives for excellence, good communication, a good negotiator,…
Naseem, M. (2011). Top 10 Qualities of a Great Team Leader. Retrieved from http://www.get-articles.com/pdfs/4345.pdf
Potential challenges with cooperative learning . (2010). Retrieved from http://serc.carleton.edu/introgeo/cooperative/challen.html
Sarkisian, E. & Bok, D. (1997). Working in Groups. Teaching and Learning, Harvard University. Retrieved from http://isites.harvard.edu/fs/html/icb.topic58474/wigintro.html#GettingStarted
Team Management Approaches Towards Higher Organizational Performance
Ineffective team effort is often occasioned by lack of proper knowledge of the vision of the team and the respective roles that each individual needs to play in order to steer the team towards achieving the collective goal (Bragg T., 1999). These factors result in each individual focusing their efforts in different directions hence achieving little or noting at all without the purposeful vision. In order to curtail the continued ineffective team effort, there is need to have each team leader to make the team members understand the vision and also the mission they have been assigned and eventual roles that each individual needs to play and the people they have to collaborate with in achieving the intended end result.
The main cause of lack of trust within any team is often the closed and dishonest communication among the colleagues and also from…
Brookins M., (2015). Reasons for Poor Communication in the Workplace. Retrieved May 21, 2015 from http://smallbusiness.chron.com/reasons-poor-communication-workplace-10137.html
Bradberry T., (2014). Emotional Intelligence-EQ. Retrieved May 21, 2015 from http://www.forbes.com/sites/travisbradberry/2014/01/09/emotional-intelligence/
Bragg T., (1999). Turn around an ineffective team. Retrieved May 21, 2015 from http://faculty.washington.edu/janegf/turnaroundineffectiveteam.html
Jones D.C. & Pliskin J., (1988). The Effects of Worker Participation, Employee Ownership and Profit Sharing on Economics Performance: A Partial Review. Retrieved May 21, 2015 from http://cog.kent.edu/lib/JonesPiskinEmployeeOwnershipEconomicPerformance.pdf
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/
According to Green et al. (2015), globalization has resulted to increased dealings amidst individuals coming from different backgrounds. Individuals no longer exist and work in a blinkered surrounding; they are now considered as part of a global economy in competition within an international framework. For this cause, both profit and non-profit organizations ought to become more diversified so as to stay competitive. Capitalization and maximization of workplace diversity is an essential management concern.
In general, diversity can be described as the identification, comprehension, and acceptance of other individuals' personal disparities regardless of their race, sex, ethnicity, age, class, religion, and physical ability, among others. Everybody is unique in their own way, but also share certain biological and environmental traits (Dike, 2013).
Challenges of a Diverse Workforce
Green et al. (2015) mention that there are various challenges associated with a diverse workforce. The leaders and directors of an organization…
Dike, P. (2013). The impact of workplace diversity on organisations. Retrieved March 15, 2016, from https://www.theseus.fi
Green et al. (2015, October). Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. Retrieved March 15, 2016, from Food and Resource Economics Department, University of Florida: http://edis.ifas.ufl.edu
Heller et al. (2010, May 6). Global Teams: Trends, Challenges and Solutions. Retrieved March 15, 2016, from www.winwinhosting.net
Ministry of ManPower, Singapore. (2015, May 26). Managing Workplace Diversity; A Toolkit For Organisations. Retrieved March 15, 2016, from Ministry of ManPower (Singapore): www.mom.gov
Team members would then select which plan they felt would be most advantageous to their venture and vote accordingly, with the winning plan thus determining the group leader as the pre-selected plan leader. This would not entirely solve the factionalism problem, but the lack of vision and clear objectives currently affecting the group is the primary problem with the lack of leadership and is something that needs to be addressed; these are the problems that are preventing the group from moving forward in an effective and efficient way, and are the fundamental reasons behind the need for more defined and concrete leadership (Myatt, 2012). Once this leadership is established with a broader consensus about the direction the venture should be heading, those members of the team who disagree with the outcome will be more encouraged to renew their commitment to the team and maintain the right attitude in their efforts…
Boyle, J. (2011). Damaging Consequences From a Lack of Leadership. Accessed 12 December 2012. http://bigthink.com/experts-corner/damaging-consequences-from-a-lack-of-leadership
Myatt, M. (2012). Businesses don't fail -- leaders do. Accessed 12 December 2012. http://www.forbes.com/sites/mikemyatt/2012/01/12/businesses-dont-fail-leaders-do/
Peshawaria, R. (2011). There is no such thing as bad leadership. Accessed 12 December 2012. http://www.forbes.com/sites/rajeevpeshawaria/2011/08/19/there-is-no-such-thing-as-bad-leadership/
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.…
Models for team behavior within the organization
Teams have become an increasingly ubiquitous part of complex, modern organizations. One survey of 962 H leaders found that fifty-four percent of respondents spent up to 30% of their day in team settings (Blanchard 2012). No longer are individual employees solely appraised in terms of their individual usefulness: their ability to function as part of a team is essential. "Organizations are more networked, more flexible, and more dynamic than ever before. Outsourcing, globalization, and competitive pressures are forcing organizations to rely more on work teams comprised of not only of employees, as well as outside experts or counterparts from allied organizations" (Blanchard 2012). Teams may composed of a combination of external or internal employees and they are invariably diverse and multifaceted.
Although every team is different, certain genetic rubrics have been developed to assess how teams function, the most famous of…
Blanchard, K. (2013). Critical role of teams. Retrieved:
Chapman, Alan. (2009). Bruce Tuckman: Storming, norming, and performing. Retrieved:
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…
Analysis of Self-Managed Work Teams
The autonomy of work teams has increasingly become a necessity in many enterprises who rely on a depth of expertise, experience and wealth of knowledge that their knowledge-rich employees provide (Roper, Phillips, 2007). Given how complex, diverse and deep specific areas of expertise are in the core functional areas of any business, it isn't possible for a single manager or leader to have an expert-level command of all expertise. This makes the formation and successful functioning of a team even more critical, as a leader must create a culture of trust, openness and shared communication and collaboration. This is accentuated and made clear in the empirical studies of exceptional leadership of virtual teams across diverse cultural and geographic locations (Muthusamy, Wheeler, Simmons, 2005). The intent of this analysis is to critically evaluate the role of compensation programs for teams, the pros and cons of…
Adrian, N., & Snow, D. (2007). Quality tools, teamwork lead to a Boeing system redesign. Quality Progress, 40(11), 43-48
Leavy, B. (2012). Higher Ambition Leadership. Strategy & Leadership, 40(3), 5-11.
Muthusamy, S.K., Wheeler, J.V., & Simmons, B.L. (2005). Self-managing work teams: Enhancing organizational innovativeness. Organization Development Journal, 23(3), 53-66.
Power, J., & Waddell, D. (2004). The link between self-managed work teams and learning organisations using performance indicators. The Learning Organization, 11(2), 244-259.
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.
Leader's Self-Insight 1.1: Your Learning Style: Using Multiple Intelligences
I scored evenly on all of the types of intelligence measured by this self-assessment: logical-mathematical, verbal-linguistic, interpersonal, intrapersonal, and musical. This indicates that I am a well-rounded person with the ability to work in multiple environments on different tasks.
Leader's Self-Insight 1.2: Your Leadership Potential
I scored slightly more (7) on the even-numbered indicators than on the odd ones (6), indicating I have leadership capabilities such as "vision and change." However, the scores were about even.
Leader's Self-Insight 1.3: Are You on a Fast Track to Nowhere?
On people skills, I scored 3 out of the 4 qualities. I believe I have solid interpersonal skills. On working with authority, I scored 2. I believe I need to work more on my assertiveness and courage when dealing with persons in positions of authority because I remain afraid to speak up and express…
Daft, R.L. The Leadership Experience.
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?
Organizational success depends on an understanding of decision-making, creativity, teamwork, and organizational structure. Chapters 7, 8, and 13 in the text address these concepts fully. These concepts also fill the pages of Websites and readings devoted to helping future managers understand their role, and how they can thrive in any organization. Decision-making is crucial for strong leadership. There are several paradigms and theories that can be applied to the decision-making process. These paradigms and theories help people understand how their cognitive and emotional processes impact their decisions. Understanding the paradigms and theories of decision-making also help people avoid making mistakes, while also learning from past mistakes in order to make better choices for the future.
The rational choice paradigm of decision-making is one of the foremost paradigms that can be applied to the enterprise level. The rational choice paradigm of decision-making is essentially rooted in the utilitarian philosophies…
"Forming, Storming, Norming, and Performing," (n.d.). Retrieved online: http://www.mindtools.com/pages/article/newLDR_86.htm
McShane, S.L., & Von Glinow, M.A. (2013). Organizational behavior (6th ed.). New York: McGraw-Hill/Irwin.
Teams are organized of people focused towards an achieving a particular goal. Each member is equipped with relevant skills and their approaches are liable to receive feedback by others. Team sizes in the range of 6-12 are generally the norm depending on the project in hand. Increasing team sizes imply overheads in terms of planning the structure and provision of support. Individuals constituting the team are usually not strong enough to serve the project alone. They future of the project depends on how well they can share expertise amongst other members. Teams avoid being dependent on the leader to lay out the entire plan. Members rely on the people responsible for different areas to proceed with the plan. Conflicts are discussed with the relevant members directly rather than waiting for a supervisor to act as the middleman. Performance issues are solved as a team (Mackin, 2007).
Groups can be defined…
Mackin, D.(2007) The Difference Between A Team and A Group. Retrieved from http://www.sideroad.com/Team_Building/difference-between-team-and-group.html
The importance of workplace diversity. Retrieved from http://www.ehow.com/facts_5200385_importance-workplace-diversity.html
Reid, N.(n.d.) Cultural Diversity and Team Dynamics. Retrieved from http://ezinearticles.com/?Cultural-Diversity-and-Team-Dynamics&id=2783874
Levine, A.(2011) Team Dynamics: Understanding your role. Retrieved from http://www.osa-opn.org/BrightFuturesBlog/post/Team-Dynamics-Understanding-Your-Role.aspx
For Ann to succeed as a leader in her department and proceed in her ascend to more demanding roles within the hospital, there is an existing need for her to understand herself and how her peers view her. In so doing, she will be better placed to get their support by modifying her behavior.
Yet another leadership complexity for Ann has to do with her visibility given her senior position as the head of the Nutrition and Dietetics Department. Traditionally, being promoted to head a department within the hospital has been seen as some sort of grooming for a bigger management role. In that regard, Ann needs to clearly distinguish between goals that could derail her and those that could pave her way to success. Further, it can also be noted that if indeed she is promoted to a more senior and demanding role, Ann would be required to develop…
In contrast, a high-stress job, such as in a police department or hospital may create a sense of solidarity between friendly colleagues that is extremely strong to the point that it can influence job performance ratings. Bias can influence superior's perceptions of how much a friend deserves a promotion or a raise, and there is a strong sense of being part of an 'in-group' that is intrinsic to the profession in an 'us vs. them' mentality. A lack of financial resources may further raise the stakes in terms of the need to promote friends. However, such high-stakes jobs demand a high degree or professionalism, and promotion of in-group members may not always yield higher-quality performance, as measured in an objective fashion.
If the in-group is too tight, and too reliant upon standard operating procedures, solutions to using scarce resources can result in a lack of creativity and a failure to…
Leader-Member Exchange Theory (LMX). (2009). Changing Minds. Retrieved March 12, 2009 at: http://changingminds.org/explanations/theories/leader_member_exchange.htm
Manzoni, Jean-Francois & Jean-Louis Barsoux. (2000). Appendix 1: What Leader-Member
Exchange Theory tells managers. From Set-Up-to-Fail Syndrome: How good managers cause great people to fail. Cambridge HBS Press. Excerpt retrieved March 12, 2009 http://www.set-up-to-fail.net/pdf/lmx.pdf
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.
Teaming and Emerging Business Trends
Organizations and business in the 21st century are not like those of even the last part of the 20th century. Several factors influence this evolution: globalism, increased expectations of transparency, stakeholder comments and involvement, and governmental regulation. Many of these expectations are generational and part of the ongoing evolutionary process of culture and attitudinal change. For instance, the success or failure of a contemporary business or organization is quite dependent upon the management of diversity. Public and private sector organizations, both are involved in numerous federally mandated programs that are designed to reduce cultural and communication barriers within the workplace. Multiculturalism is no longer a "nice-to," with the era of globalization upon us, and rapidly growing, diversity training and maximization of multicultural understanding, combined with management and leadership commitment to provide a diverse workplace, is now the norm. The same is true in accepting and…
Resources IQ: http://www.humanresourcesiq.com/article.cfm?externalID=165
Garrow, V. a. (2008). Talent Management: Issues of Focus and Fit. Public Personnel Management, 37(4), 389-402.
Henemen, R. (2001). Reward and Organizational Systems Alignment: An Expert System. Compensation and Benefits Review, 33(6), 18-29.
Pryor, M., et al. (2009). Teaming as a Strategic and Tactical Tool. International Journal of Management, 26(2), 320-33.
Reinhardt, W. et al. (2011). Knowledge Worker Roles and Actions. Knowledge and Process Management, 18(3), 150-74.
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
My 'problems' with group participation are not with the process of becoming a group member but when a real group fails to come into being, and the group is personally polarized rather than productive.
How do individuals maintain their individuality while fully participating in the group process?
Staying focused on the task, listening to others and being willing to change one's mind and still being true to one's values and knowledge -- these are the cornerstones of maintaining one's individuality while still furthering the mission of the group. It is necessary that people retain their individuality, because the strength of a group lies in its multiplicity of perspectives and talents, as well as a sense of common purpose. Participation and dialogue, and creating a communication process that promotes compromise rather than division are all important in making the sense of part of a group feel like a privilege, not a…
Allerman, Glenn. (2004). "Forming, Storming, Norming Performing and Adjourning." Retrieved 8 Mar 2007 at http://www.niwotridge.com/PDFs/FormStormNormPerform.pdf
Teams, Diversity, Stakeholders, and Organizational Conflict
The role of leadership in managing conflict in interpersonal, team, and organizational contexts in times of change, with a particular focus on downsizing
The term leadership can be defined as the actions an individual takes when he or she directs the activities of a team or group. the behavioral aspects or actions taken by a leader to influence his team and to help the team cope with change are some of the most important aspects of leadership (Abdulaziz Al-Sawai, 2013). Whenever a leader announces change in a company, it is only natural for employees to hope that the outcomes would affect them advantageously. All staffs normally hope that the management or the supervisors will take into account their efforts and needs. Hence, trust between the employees and their leaders is one of the most crucial factors in influencing how employees will react in response…
Abdulaziz Al-Sawai. (2013). Leadership of Healthcare Professionals: Where Do We Stand? Oman Medical Journal, 285-287.
Frederick P. Morgeson, D. Scott Derue, & Elizabeth P. Karam. (2010). Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 5-39.
Helder Moura, & Jose Cardoso Teixeira. (2016, October 6). Managing Stakeholders Conflicts. Retrieved from Repositorium: http://repositorium.sdum.uminho.pt/bitstream/1822/17572/1/Managing%2520stakeholder's%2520Conflicts.pdf
Jacob Bercovitch. (n.d.). CONFLICT AND CONFLICT Management IN ORGANIZATIONS: A Framework for Analysis. Canterbury: University of Canterbury.
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
Lumen and Absorb Team Case Study
At Crutchfield, there are two elite technology development teams. They are both vital to the development of products, but they are also different in their creativity and motivation. The Lumen team is very highly motivated, while the Absorb team has the lowest motivation out of all five of the groups that Burke oversees. Naturally, this was a serious concern for Burke and for others at Crutchfield. Since there has been a recent restructuring and a large round of layoffs, some of the current thinking is that the employees are not comfortable and do not feel safe in their jobs. However, all of the team members that are currently working at Crutchfield in the teams experienced the same things, so it seems odd that one team would be excelling while other teams - most notably the Absorb team - are floundering. Overall, it is this…
Each member of the team received timely and positive feedback on their work. In addition, I made myself available to each team member so that they could voice any issues or concerns that they had. In doing this, I received a few team members and was able to offer my support, either in the form of a pep-talk, positive feedback or in the form of helping them to resolve a problem. I believe that at no point did a team member feel that they did not have my support.
I believe I performed adequately on the issue of confrontation. The project went relatively smoothly, so there were few instances where confrontation was required. However, the sense that I have with respect to my performance was that I was still somewhat weak on the issue of confrontation. My emphasis on support was driven in part by my desire to avoid having…
Lock, Craig. (2007). Fifteen Inspiring Qualities of Leadership. ICBS. Retrieved August 12, 2009 from http://www.icbs.com/Kb/inspiration/kb_inspiration-15-inspiring-qualities-of-leadership.htm
Buyers, Robin. (1999). Taking and Supporting Leadership. Christian Peacemaker Teams. Retrieved August 12, 2009 from http://www.cpt.org/files/TB%20-%20Taking%20&%20Supporting%20Leadership.pdf
Hoover, John & DiSilvestro, Roger. (n.d.). Constructive Confrontation and the Bestsellers. Retrieved August 12, 2009 from http://www.constructiveconfrontation.com/bestsellers/index.php
Working with and managing diverse teams can be rewarding, stimulating creativity and even leading to greater satisfaction for some employees (Stahl, Maznevski, Voigt & Jonsen, 2010, p. 690). As Cox & Blake (1991) also point out, cultural diversity in a work group imparts a competitive advantage for the organization. However, the research on cultural diversity in workgroups yields some troubling and contradictory results. Recent research shows that diversity does not necessarily lead to social integration, and can even adversely impact team performance (Horwitz & Horwitz, 2007). Stahl, Maznevski, Voigt & Jonsen (2010) also found “cultural diversity leads to process losses through task conflict and decreased social integration,” (p. 690). Thomas & Peterson (2018) agree that cultural diversity in a work group has “positive and negative elements,” (p. 166). The conflict between Darius and Harpreet has been festering for months, causing what is most likely a “high level of stress for…
Ref: Leading My Team
As you know, a new department has been formed to match our need to develop a new market segment. A team of three people has been assembled with that purpose in mind. In order to be successful, a proper leadership strategy has to be identified and implemented, one that would match different leadership approaches with each of the team member's personalities. The purpose of this memo is two-fold: (1) to analyze the personality of each of the team members, according to the approach that will be described below and (2) to propose leadership approaches that, according to theory, will match these.
In order to analyze the team members' personalities, we have used the Myers-riggs Type Indicator (MTI), proposed by Isabel Myers-riggs and Peter riggs (1995). The indicator proposes several typologies, namely extraversion vs. introversion, sensing vs. intuition, thinking vs. feeling and judgment vs. perception. Depending on…
1. Robbins, Stephens; Coulter, Mary. 2012. Management. Eleventh Edition. Prentice Hall
2. Myers, Isabel Briggs with Peter B. Myers. 1995. Gifts Differing: Understanding Personality Type. Mountain View, CA: Davies-Black Publishing.
3. Myers, Isabel Briggs; McCaulley Mary H.; Quenk, Naomi L.; Hammer, Allen L. 1998. MBTI Manual (A guide to the development and use of the Myers Briggs type indicator). Consulting Psychologists Press; 3rd ed edition
Teams Don't Work
Idea in Brief
While conventional wisdom might dictate otherwise, teams aren't always the most effective means for accomplishing goals within your organization.
How to Make the Most from your Team:
Designate a Deviant: this is the person who will prevent the team from acting in a too conventional manner. This person will ensure that the team doesn't fall into some sort of rut when it comes to creative thinking.
Avoid double digits. No team should be bigger than nine, as then it can be too easy for some team members not to contribute and for others to dominate.
Keep the team together: the members of the team should remain consistent and not change constantly. Such a thing keeps the entire process on the straight and narrow.
Be ruthless about membership: decide who can and who cannot be a member of the team. Only allow members who genuinely…
Hackman, J.R. (2009). Why Teams Don't Work. Harvard Business Review. Retrieved from
team consists of a group of individuals who share a common goal or a common reason for joining the group (Chapter 9 p.2). A college classroom resembles a formal group more than a team because the individual group members do not necessarily share a common goal and typically, they are all interested in their own individual goals and the benefits they hope to achieve by their participation rather than sharing an common interest or goal that they hope to pursue for the benefit of the group (Chapter 10 p.5).
There are only very loose parallels between work teams and college classroom groups. For example, college classrooms may evolve through a forming stage (Chapter 9 p.6); and individual members of the class may establish roles and identities (Chapter 9 pp. 8-9) such as contributors and non-contributors to discussions. Otherwise, college classrooms share little with traditional teams, mainly because teams tend to…
The U.S., Army Logistics Network has defined specific pricing and costing levels by rank, and strives to push accountability and responsibility as far down the chain of command as possible. As nearly every officer who acts as a buyer within the purchasing and procurement teams has been trained on the fundamentals of accrual-based costing, cost-based accounting, supplier management and supply chain planning, each is given a set of metrics to measure their performance individually and as a team against. As a result, decision making is pushed to the lowest levels of virtual teams with accountability being assigned to the officer responsible for a given supplier. Decision making that involves the entire group is much more collaborative in nature, relying on Internet-based technologies for sharing documents, presentations, and other materials to assist in the development of alternatives. The U.S. Army Logistics Network is heavily reliant on collaborative forms of technology based…
Jay Bal, & John Gundry. (1999). Virtual teaming in the automotive supply chain. Team Performance Management, 5(6), 174.
Jay Bal, & PK Teo. (2001). Implementing virtual teamworking: Part 3 -- a methodology for introducing virtual teamworking. Logistics Information Management, 14(4), 276-292.
F Barahona, P Chowdhary, M Ettl, P Huang, & et al. (2007). Inventory allocation and transportation scheduling for logistics of network-centric military operations. IBM Journal of Research and Development, 51(3/4), 391-407.
Henri Barki, & Alain Pinsonneault. (2005). A Model of Organizational Integration, Implementation Effort, and Performance. Organization Science, 16(2), 165-179.
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.
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Managing People. Module 5 Managing developing teams Module 6 Managing Performance. Develop a -page scenario a work team familiar. Describe work team organisational context operates. Include appendix.
Managing and developing teams and managing for performance when creating a new corporate software training manual
The Bruce Tuckman model of team development
Managing and developing teams and managing for performance when creating a new corporate software training manual
In my past place of employment (which will be known as company X), the members of the IT staff and members of other departments were forced to collaborate on a joint effort to create a corporate manual to explain the company's new computer operating system to all employees. Proper safety Internet 'hygiene;' dealing with the operating system on a daily basis, and orienting workers to the various new applications were all to be described. In other words, effective communication was…
Bacal, R (1999). Performance management. New York: McGraw-Hill.
Chapman, A. (2013). Bruce Tuckman. Business Balls. Retrieved:
Cleland, D.I. (1996). Strategic management of teams. New York: John Wiley and Sons.
Additionally, the leader of the virtual team communicated in a far more effective manner than did the leader of the team at the nuclear site. Perhaps the leader of the virtual team realized that the only way to achieve the team's objective was through a consistent, regular and ongoing communication style that would enhance the team's effectiveness. Therefore, the leader diligently addressed the issue in an ongoing manner.
The nuclear site team's leader, knowing that a face-to-face meeting could take place within a matter of mere moments was most likely much less diligent in communicating the needs, goals and objectives of the group.
The ComCorp study states that "a number of disintegrating forces continually pull teams apart, including time zone differences, local pressures, cultural differences, and a general lack of face-to-face contact and interaction" (Kerber). No such circumstances exist for the nuclear plant or other local leadership teams.
Kerber, K.W. & Buono, a.F. (2004) Leadership challenges in global virtual teams: Lessons from the field, SAM Advanced Management Journal, Vol. 69, Issue 4, pp. 4-10
Rogers, M.J. & Walker, C.M. (2010) Evaluation of leadership teamwork interventions at DTE Energy -- Fermi 2 nuclear power station, Power Engineering, Vol. 114, Issue 5, pp. 6-8
Their interaction is sporadic at best and most of them have teamed up against Carly because her attitude doesn't befit her role as the project leader. People listen to the project leader only when he/she can command respect through exemplary behavior. This respect factor is missing since instead of shouldering responsibility for delays or at least sharing it with others; she is blaming one team member for all the problems.
I think Carly should not continue as the project leader because she lacks all the important attributes required to make a good leader such as impartiality, consideration, respect for others, communication skills and responsibility. It is also clear that she lacks any conflict-resolution skills and without these, her leadership can be best defined as 'spineless'. Carly has also failed to create a healthy team spirit. In short she hasn't performed her role as a facilitator and leader as well as…
Beth Cole When You're In Charge: Tips for Leading Teams January 22, 2005: http://www.teambuildinginc.com/article_kiwanis.htm
Rick Brenner Conflict: Manage It or Manage Our Response to It? http://www.chacocanyon.com/essays/conflict.shtml
Convey, Steven. (1994, Oct). Performance measurement incross-functional teams. CMA Magazine. v68n8, p. 13-15.
Alessandra, Tony Ph.D. & Hunsaker, Phil Ph.D. (1993) Communicating at Work. New York: Fireside Publishers.