...Introduction This paper will cover several topics related to high-performing teams and work groups. It will discuss how these two kinds of workplace people sets and how they differ in their pursuit of organizational strategy and compare these differences to virtual teams. It will identify the characteristics of successful leaders of high-performing teams and finally discuss why high-performing teams are important to organizations. High-Performing Teams and Work Groups Before we can define high-performing teams or work groups, we will need to define the term team first. A team can be defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. "That definition lays down the discipline that teams must share to be effective (Katzenbach, 2005). Organizations utilize teams to perform operational and project based tasks. People working in teams have the capacity to solve complex problems that cannot be solved by individuals working alone. People working in teams bring more resources to a task, including a variety of perspectives, knowledge, skills, and experience (Capella University, 2008). This diversity of perspectives, knowledge, skills, and experience allows a team to outperform the sum of its parts and is a critical component of a team being labeled as a high-performing team. Teams come in many forms, they can be permanent or temporary...
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...Creating A High Performing Virtual Team March 28, 2015 Northeastern University Creating A High Performing Virtual Team Abstract Project teams have changed from being collocated to being diverse, globally located teams of highly skilled, individuals. Virtual teams are generally brought together quickly to complete a project in the shortest time frame within a budget and schedule. The challenge for organizations is to create a high performing virtual team, which takes time to achieve. This paper outlines characteristics and qualities of individuals who comprise a high performing virtual team. The team building approach is laid out and the levels that a team and it’s leader progress through to becoming a high performing virtual team. Introduction Globalization has lead to organizations changing from project managers of collocated teams to project leaders of virtual teams. In addition to having the necessary skills and experience, the people who comprise a virtual team bring unique characteristics and qualities to build a strong team. Building a virtual team takes analyzing every aspect of the project including the people who will work on the project. The team leader is not just managing a project, but leading and coaching highly effective people to produce at their highest level and meet the project objectives. Areas of Concern for Creating a Virtual Team Dr. Ginger Levin (2009), found that the following areas are important to building a high performing virtual...
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...GM591 Leadership and Organizational Behavior Through utilizing the information from the case study of “The Forgotten Group Member,” and the explanation of the stages of team development in the course textbook, Organizational Behavior, (2010, p. 166) of forming, storming, norming, performing and adjourning, the majority of the group members are in the norming stage, but never resolved issues that started in the storming stage. Therefore, collectively, they are still in the storming stage. The group is in a state of conflict because Mike is non-committal with meeting, does not hand in quality work, and is acting jealous of the relationships the team has formed while in his absence. Mike’s role in the group was not clearly defined. Christine is the team coordinator, Steve is assigned to creating an agenda each meeting, Diane is resourceful, and Janet is reliable in doing more than what is expected for the group. All of these roles have been informally defined, and Mike’s role and expectations were not defined well enough for him to see his value to the group. In the forming stage of team development, team members are concerned more with seeing where they fit in, and what their role is on the team. Since the rest of the group has been meeting, they have formed a relationship and a clique without Mike. When other group members see they are not being included, this can create emotion and conflict, which is characteristic of the storming stage. Later in the case, we learn...
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...Business Research Ethics William Stadler RES/351 04/15/2015 Jonte Lee Business Research: Ethical Research Guidelines When performing research the idea behind this process is developing new ideas from information gathered that not obvious or able to be seen by the human eye. “Forward-thinking executives recognize that analytics may be the only true source of sustainable advantage since it empowers employees at all levels of an organization with information to help them make smarter decisions” (Cooper & Schindler, 2014, Chapter 1, Research in Business, Learning Objectives). It is important for managers to have access to as much information as possible in order to perform business research and it is equally important for management to do business research in an ethical manner. The following paper will discuss an article called Business research in India, summarize what unethical research practices should be avoided, which parties could face injury or what injuries could occur to these parties, how unethical behavior could affect the organization, individual, and society, and how unethical behavior could be monitored or resolved if found occurring. Business Research in India and Ethical Research Guidelines The purpose of the article, Business research in India, was to study the progress of business research done in India. The analysts use a biblio-metric approach which is a combination of multiple articles, publications, journals, etc...
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...High Performance Teams Waseem AL Rousan J3 M2 Assessment1 30675904 Waseem Al Rousan High Performance Teams Content J3 M2 Assessment1 30675904 Waseem Al Rousan Contents Introduction: ................................................................................................................................................. 2 What is a group ............................................................................................................................................. 2 Team Development Stages: Group Formation Theory (Tuckman’s 4/5 Stage Model) ................................. 3 Group performance theories ........................................................................................................................ 3 The T7 Model of Team Effectiveness ........................................................................................................ 3 Rubin, Plovnick, and Fry Model—The GRPI Model of Team Effectiveness .............................................. 4 Katzenbach and Smith Model—Focusing on Team Basics........................................................................ 6 High performing team case study/Umniah’s IT Infrastructure team ........................................................... 6 Team Performance Measurement and Management .............................................................................. 8 Team Behaviors and Values ...........................................................................
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...(BP’s) approach to KM: 4 Business objectives of British Petroleum to KMS: 4 Developing better ideas: 4 Organization wide best practice: 4 Greater collaboration among entities: 5 Generating new ways: 5 Reduces cost: 5 Challenges of KMS implementation in BP: 5 Transferring best practice: 5 Train modest performing teams: 6 Management tools to avoid failure of KMS in BP: 6 Build a Case for Change Management: 6 Visionary Leadership: 6 Communication: 6 Time: 7 Deploy agents: 7 Proper performance measures: 7 Culture changes: 7 Social media in reconsidering the previous KM approach: 7 Socialization: from tacit to tacit: 7 Externalization: from tacit to explicit 8 Combination: from explicit to explicit 8 Internalization: from explicit to tacit 8 Conclusion: 8 References: 8 Executive Summary: Knowledge management is a multi-disciplined process of creation, developing, improving and disseminating the knowledge in the organization (Unc.edu, 2014). Toyota is one of the largest car manufacturing companies around the world. It produces car not only in its originated country but also different countries around the world. To be competent, Toyota puts much more emphasize on the knowledge managements of the organization. They develop the “learn local”, “act global, learn local” and “learn local, act global” approaches to develop a competitive environment in the organization. British Petroleum is one of the largest oil companies in the world. It also implemented the KM in its...
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...Leading high-performance teams The team working is an important concept of the society wherein few people work together towards a common goal. In American culture, working in teams often considered contrary. Marvin Weisbord, author and organizational development expert, mentioned that, “Teamwork is the quintessential contradiction of a society grounded in individual achievement.” Still building, leading and organizing successful teams considered as a critical leadership task. It is always challenging to have people work together closely to achieve specific tasks in any team environment. The team is “a group of individuals who work together to produce products or deliver services for which they are mutually accountable.” -- Mohrman et al. The team is “a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” -- Katzenbach and Smith The team is “two or more people who must coordinate their activities to accomplish a common goal.” -- Shonk High Performance Teams are always working collaboratively and effectively across the organization to accomplish given team tasks and objectives, delivers the competitive results quickly enough to remain as top performers. There are challenges such as team conflicts, obtaining maximum results from the teams and managing highly diverse teams – maintaining teamwork mentality as well capitalizing on the diversity of talents...
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...Introduction Bill Clinton Middle School is one of the failing schools in Florida. I have recently been appointed as the new principal. According to the former principal’s evaluation he was not an effective communicator at all. There was no rapport with the staff, he did not encourage employee interaction, nor did he show interest in faculty and staff events. These factors could have been the reason for the low staff morale and lack of collegiality in the school. I have an opportunity to come into a horrible situation and work wonders. I plan on doing this by completely remodeling the methods of communication in the school. Needs assessment Administrators can sometime set the tone for the entire school. This includes decisions, actions, and communication style. At Bill Clinton Middle School, the employee morale was low. I have come to the conclusion that this stems from the fact that the previous principal did not communicate well at all with employees. People have something called a reference group. These are the people that are used to evaluate self worth (Adler, Proctor, & Rosenfeld, 2004). In a school setting, co-workers may serve as a kind of reference group. The evaluated actions of the previous principal explain the attitude of the current employees. If the teachers felt this way I can only imagine how the students acted and performed. Happiness breeds more happiness. This calls for a definite need to increase employee morale and make the school seem more like...
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...Week 5 Research Assignment High Performance and High Regards By Cassie McDonald OML-360-433-201230 July 27th, 2012 Friends University In order to attain high performance in the Human Resource field nowadays, you must be able to walk the walk and talk the talk. However, as easy as that may seem, there are many factors that need to be taken into consideration to effectively create a high performing organization in the respect of any human resources department. Job design, recruitment and selection, training and development, performance management, and compensation all go hand-in-hand to develop such a successful, high performing outcome. Job design is a vital part in the development of high performance. The role that any human resource representative plays in this part is that they must put themselves in the managers’ shoes. To carry out the job successfully, you really have to break down work procedures and clearly define the specialized tasks to be completed. The human resource representative is responsible for working with the manager or the department lead to ensure this information is the most accurate as this will ultimately be the basis of which defines the job duties and responsibilities. By working with the managers or department leads, it gives the human resource representative the opportunity to thoroughly understand the job itself and its place in the grand scheme of the business. In high performance organizations, job design is essential because it emphasizes...
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...Introduction Compensation is viewed differently, depending on the individual persons perspective (e.g. employee, manager, stockholders, etc.). An employee may view compensation as what is owed to him or her for work performed, while a manager may view pay as an expense. In order for an organization to have an effective compensation strategy, it must consider the various perspectives when creating the organizations compensation strategy. Milkovich, Newman, and Gerhart, authors of Compensation, define Compensation as, “All forms of financial returns and tangible services and benefits employees receive as part of an employment relationship,” (2011, p. 10). In other words, salary is not the only consideration when determining compensation. The cost of such benefits as: employee healthcare, dental, life insurance, retirement plans, etc., must be considered when creating a compensation system. There are many factors an organization must consider when developing a compensation strategy; however, for a compensation strategy to be effective it must; align with organizational goals, reward employee performance, and consider fairness in pay. Analysis When developing a compensation strategy, an organization needs to ensure that its compensation strategy aligns with organizational goals. For instance, if an organizational goal is to increase sales of a particular product in the upcoming year (as compared to the previous year) its compensation strategy should be structured to drive its...
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... Introduction In this Strategy and Planning Paper we will explain the three types of goals that are very important to the strategy of any organization. Also will explain why the many different types of planning and organizing are very important to any business and or organization. Also we will thoroughly examine all of the elements and or factors that are involved in creating an effective strategy for an organization. Hopefully all questions will be answered. Explain why the three types of goals are important to the strategy of an organization. Strategic goals are set by and for top management and on objective for the organization as a whole. (Pg., 143) Strategic goals and planning would be important to any business or organization because it gives the organization or business a direction and what goals are reachable in the set amount of time and which ones are not reachable in that time period and why they are not. But as any business or organization they to give thought about the outlines and are they realistic? There are many steps that need to be set out and followed like they are supposed to be followed. If not followed correctly something major could go wrong. Also when you are working on a strategic goal for your business or organization make sure are financially ready for this and make sure all of your employees are well aware ahead of time of what will be going on. Tactical goals are next in line when talking...
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...Design for Change Allison Hunt LDR 625 Design for Change Organizational design is more complex and inclusive of more elements than organizational structure. Organizations must consider design capabilities and flexibility during growth periods for design change to be effective (Spector, 2013). If the organization simply attempts to imitate the design of other successful businesses or fails to realign resources for new value in a changing environment, the expected outcomes of the design change will likely not be met. While many design challenges are common among all organizations, each firm must still design and implement design features appropriate to growth strategy (Spector, 2013). High commitment work systems possess design elements that are highly effective for employee engagement, productivity, and overall firm profit. An organization with a high commitment work system has highly engaged, productive employees personally invested in the success of the company and flexible enough to appropriately embrace, and contribute to, change (Lawler, 1986). Common Design Challenges for All Organizations All organizations face common design challenges in functionality, collaboration, and leadership. The degree of specialization in the organization impacts the complexity of the division of labor, level of differentiation, and authority of relationships (Cotton, 1996). Cross-functionality can be difficult to establish in companies with higher divisions of labor and can contribute...
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...Salantino, as the President of the Great Northern American, has the charge of creating a successful sales force. A successful element in creating this successful sales force is the understanding of the perception of the sales team. According to Hellriegel & Slocum, perception “is the declaration of the way individuals sift, arrange, and interpret sensory information”. (Hellriegel & Slocum, 2011). It is Joe’s responsibility constantly assess the team develop a model and atmosphere that reflects his idea of type of people he envisions for his sales team. Also, this would include the development of a model for his sales team to use to screen customers and create a repeat customer base, which according to the case study, he believes is critical to become a top performer. Joe’s model should consider various internal and external factors that coincide with the vision that he believes makes up a successful sales force. The internal factors include learning, personality and motivation while the external ones consist of size, contrast, repetition, and intensity. These factors must be conveyed to the sales team in an effective manner so that they not only understand them, but take ownership of Joe’s vision for the sales team and hold other members of the team accountable. As the leader of his organization, Joe must make sure that sales force has an accurate perception of the goals of the organization. This is vital, since the sales force should be a representation of the vision...
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...Abstract Self-directed teams are groups of individuals who work together without typical managerial supervision. These types of teams are an asset to companies because they by nature do not rely on direct administration to accomplish tasks. For an organization to establish self-directed teams, they need to understand the difficulties in in creating self-directed teams, be able to identify the characteristics of these teams, encourage the success of self-directed groups, and have a plan to assist struggling teams and managers. Self-directed teams are a way to maximize the human resources of a company by reducing the workload of managers and by increasing the personal responsibility and accountability of employees. Self-directed teams are autonomous work groups that solve problems, implement solutions, and take full responsibility for outcomes (BOMI). Establishing this type of work team is crucial to the success of an organization. These teams function without direct supervision, thus leaving managers free to focus on other tasks. Sometimes managers struggle with implementing these teams. A few difficulties a manager may encounter when working to create self-directed teams are a lack of trust among team members, uncooperative members, lack of team training, vague goals, an absence of corporate support for teams, or hostile corporate atmosphere (individually competitive or manager-controlled). The corporate atmosphere is the first thing that must be addressed. If the...
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...rules D. Employees working towards their specific goals Incorrect : A team is a group responsible for creating, managing, and changing rules to meet a goal” (Jones, 2007, p. 223). Materials Creating High-Performing Groups and Teams 2. What are teams grouped by areas of expertise? A. Cross-functional B. Functional C. Virtual D. Top management Correct : Functional teams are typically sub-groups with a particular specialization who work within the same departments. Materials Types of Groups and Teams 3. A company who desires to develop new or improved products would fit best with what type of team? A. Cross-functional B. Top management C. Virtual D. Functional Correct : Cross-functional teams consist of members from various functions, such as marketing, manufacturing, and R&D, to focus on each element of a new idea or innovation. Materials Types of Groups and Teams Concept: Organizational Functions Mastery 67% Questions 456 Materials on the concept: Conflict, Bargaining, and Negotiation High-Performing Groups and Teams Types of Groups and Teams 4. What does the amount of conflict in an organization signal? A. Managers value conformity B. Openness to new ideas C. Performance goals are not clear D. Indecision by top management Incorrect : “Conflict often indicates the openness of an organization to new ideas by looking at problems from different points of views” (Jones, 2007, p. 227). Materials Conflict...
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