In 21 st century, many organizations are tend to be decentralized, team and teamwork are become popular terms in management circles, in today! s environment, teams promise to be a cornerstone of progressive management for the foreseeable future. A lot of cases show that more and more organization trying to narrow job titles and encourage employees working together to become a effective and efficiently team. According to management expert Peter Drucker, tomorrow! s organizations will be flatter, information based, and organized around teams. (Kreitner & Kinicki, 2001) According to Katzenbach & Smith (1999, p. 214), a work group become a team when 1.
Leadership becomes a shared activity. 2. Accountability shifts from strictly individual to both individual and collective. 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity 5.
Effectiveness is measured by the group! s collective outcomes and products A group of people working together become a team is required team member have sufficient knowledge, experience, ability to contribute in a team, leadership, top-management support, interpersonal communication skills, and so on. Katzenbach & Smith also stat: ! ^0 the essence of a team is common commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. 4 types of Work teams There are including (1) advice, (2) production, (3) project and (4) action. Each types of work teams depends on their tasks, for example action work team, such as football team, high specialization is combine with high coordination, include player, backup, coach, physicians, and managers. But these four ways of work teams can changed, not static, depends on the tasks, for example, football player also can be the advice team when they discuss the strategy for next matches with their coacher.
The Term Paper on Assignment – Team Work in Business
... succeed than an inexperienced group with a narrow range of talents. 10. Individual Commitments The work of a management team is carried out by ... making, there is almost no limit to the improvements an organization will yield. 15. Ability to Innovate Innovating is a key ... be accepted by all the team members and critical goals viewed as the collective responsibility of the team. If a return to ...
work team effectiveness To evaluate the work team effectiveness, two most important factors is the team performance which include the team output meets users! expectation and viability which include team members are satisfied the experience working together and willing to continue contributing to team effort. Also, effective teams have similar characteristics those include clear purpose, informality, participation, listening and so on. The three most important factors can cause whether teamwork effective or not are: cooperation, trust and cohesiveness. Team members are required to cooperate with other team members rather than compete them, according to Kohn, ! ^0 success often depends on sharing resources efficiently, and this is nearly impossible when people have to work against one another! – competition makes people suspicious and hostile toward one another and actively discourage this process. ! +/- (1989, pp. 27-28) Trust is between both teammates and the top-management, trust can be create by communication, support, respect, fairness, predictability and competence.
Cohesiveness includes members! socio-emotional and instrumental cohesiveness. Socio-emotional cohesiveness is individuals derive emotional satisfaction from group participation, and instrumental cohesiveness is when members think them should working because they believe they could not achieve the group! s goal by acting separately. An effective team should balance the socio-emotional and instrumental cohesiveness. virtual team Today technology allows peoples being a member of work team by using Internet, email, video and audio equipment to working together, whether you from different locations, different organization even different time zone. Virtual teams are base on tasks, the benefits of virtual team is include flexible, timing saving for travel, and so on, but some argue is virtual team member lack face-to-face communication, this can cause reduce the team effectiveness because both members are lack trust communication and accountability with others.
The Essay on Effectiveness: Communication and Team Members
Aims / details: The primary purpose of the report is for you to work with three other people and undertake a study of an organization – the steps for establishing team performance plans, the development and facilitation of team cohesion, the facilitation of teamwork and, liaising with stakeholders. Reviewing the effectiveness of teams within an organization is imperative so that opportunities for ...
Virtual team can not replace the tradition factors that includes: top-management support, effective leadership, and well designed time schedules. Self-managed teams Self-managed teams should be prepared to undergo revolutionary changes in management philosophy, structure, staffing and training practices and reward systems. Still have many managers strongly resist giving up the reins of power to people they view as subordinates, they see self-managed teams as a threat to their job security, therefore, self-managed teams need top-management support those include sufficient funds, autonomy, directly report to senior management. Employees in self-managed teams tend to act as their supervisor, such as planning, scheduling, monitoring and staffing. An effective self-managed teams can increase productivity, have good attitude, while training cost for self-managed teams can be very expensive. Team building For greater cooperation, better communication, and less dysfunctional conflict, team building include interpersonal trust exercises, conflict-handing role-play sessions and interactive games.
And according to Wheelan, Murphy, Tsumura and Kline, the following eight attributes of high performance teams include: 1. Participative leadership. Creating interdependency by empowering, freeing up, and serving other. 2. Shared responsibility.
Establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit. 3. Aligned on purpose. 4. High degree of communication. 5.
Future focused. Seeing change as an opportunity for growth. 6. Focused on task. Keeping meeting focus on results. 7.
Creative talents. Applying individual talent and creativity. 8. Rapid response. Identifying and acting on opportunity. Anonymous, 2000, Clues for helping communicate corporate culture to employees, Business First, American City Business Journals Inc, available online: web > Dodgson, P, G & Wood, J, V, 1998, ! ^0 Self-esteem and the Cognitive Accessibility of Strenght’s and Weakness after Failure, ! +/- Journal of Personality and Social Psychology, July 1998, pp 178-97 Edwards, O, ! ^0 Inflammation High-Way, ! +/- Forbes, February 26, p.
The Business plan on Total Quality Management And Business Process Reengineering
Total Quality Management And Business Process Reengineering An Integrated Model OUTLINE Introduction Statement of Objective Literature Review A. TQM B. BPR I. Common Grounds A. Quality improvement and Process Focus B. Top Management Support C.Human Resource: Empowerment, Teamwork, Training, ... D. Metrics and Measurement II. Strategy Differences A. Level of Change: Radical vs.Incremental B. ...
120 Ja asma, M, A, & Koper, R, J, 1999, ! ^0 The Relationship of Student-Faculty Out-of-Class Communication to Instructor Immediacy and Trust and to student Motivation, ! +/- Communication Education, January 1999, pp. 41-47 Kreitner, R & Kinicki, A, (2001), Organizational Behavior, 5 th ed. Irwin McGraw-Hill, Singapore pp. 106, 109 Katzenbach, J, R & Smith, D, K, The Wisdom Of Teams: Creating the High-Performance Organization (New York: Harper Business, 1999).
P. 214 Kohn, A, ! ^0 How to Succeed without Even Vying, ! +/- Psychology Today, Sep.
1996, pp. 27-28 Mcf arlin, D, (2001), The Leading Edge: Corporate culture can drive, hinder success, Dayton Business Journal, February 5, 2001 available online: web > Schenker, B, R, Wei gold, M, F & Hallam, J, R, (1990), ! ^0 Self-Serving Attributions in Social Context: Effects of Self-Esteem and Social Pressure, ! +/- Journal of Personality and Social Psychology, May 1990, pp 855-63 Stein, J, A, Newcomb, M, D & Bentley, P, M, 1990, ! ^0 The Relative Influence on Vocational Behavior and Family Involvement on Self-Esteem! +/- Longitudinal Analysis of Young Adult Woman and Man, ! +/- Journal of Vocational Behavior, June 1990, pp. 320-38 Raudsepp, E, (1985), ! ^0 Are You Properly Assertive? ! +/- Supervision, June 1992, pp 17-18, Wheelan, S, A, Murphy, D, Tsumura, E, & Kline, S, F, ! ^0 Member Perceptions of Internal Group Dynamic & Productivity, ! +/- Small Group Research, June, 1998, pp. 371-93 V Gec as, ! ^0 The self-concept, ! +/- Annual Review of Sociology, eds R H Turner and J F Short, Jr (Palo Alto, CA: Annual Reviews Inc. , 1982), vol.
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