...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 day to activities with a view to reduce the emission of harmful gases....
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...This group and team paper contains the essentials for the establishment of a high-performance team. First, the foundation of this paper consists of the explanation on how to become a high-performance team. Second, the definition and the impact of demographic characteristics and cultural diversity on group behavior are implemented in the paper. Description of how the affects of demographic characteristics and cultural diversity can enhance or divert high-performance. The five stages of group development such as forming, storming, norming, performing, and adjourning are explained in this group and team paper. Groups and Teams Paper A group of people can become a high-performance team by achieving accomplishments with self-gratification. These small groups of people may consist of diverse races, cultures, genders, ethics, religions, personality traits, and behaviors. Team members can successfully collaborate their skills to accomplish a common goal or task High-performance teams have core values; clear performance objectives; the right mix of skills; and diverse creativity (Hunt, J., Osborn, R., Schermerhorn, J., 2005). Open systems, group input factors, group dynamics, and inter-group dynamics are some sources that can help a group to become a high-performance team. These high-performance teams can achieve a more effective and efficient productivity when they collaborate in an open system. This system allows all members to add their creativity to the team. Creativity generates...
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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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...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, they...
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...Day Two: Stages of Team Development (Troop Presentation) Time Allowed 50 minutes Learning Objectives As a result of this activity, participants will • Develop the ability to recognize the stage of development associated with a team. • Understand the characteristics of each of the four stages of team development. • Understand the concepts of productivity and morale and how they relate to the four stages of team development. Materials Needed • Overhead projector and transparencies or posters illustrating the team development graphical models • “Stages of Team Development” handout (a copy for each participant) • Key points of the session, presented as PowerPoint slides, overhead projections, or flip-chart pages • A hat and a set of patrol medallions Recommended Facility Layout Troop meeting area Delivery Method Presentation and discussion References • National Youth Leadership Training, Boy Scouts of America, 2005. • K. Blanchard, D. Carew, and E. Parisi-Carew, The One Minute Manager Builds High Performing Teams, Morrow, 2000. • P. Hersey, K. Blanchard, and D. Johnson, Management of Organizational Behaviot?, Prentice Hall, 1996. Note to presenters:Thorough preparation is essential...
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...What is a High Performance Team? A high performance team, simply put, is an efficient, high-output team. These teams require a significant amount of time and development to achieve high performance results. It is not enough to only hire team members that are good at their jobs, but they also need to have personality traits that complement the other group members. When formed correctly and in higher concentrations, high performance teams within an organization can result in a high performance organization as a whole. Figure 1 - Lao Tzu Quote Another key to high performance teams is that all team members must invest in the success of the team. If only one team member is focused on getting ahead at the expense of unethical behavior (such as taking another team member’s credit or lying about an incident), the trust of the team can easily be breached. Without trust between all of the team members, the team will never operate at its highest performance. How to Build High-Performance Teams (Weiss, 1991) states that, “High-performance teams operate in an atmosphere of mutual respect (reciprocity) in which team members identify with each other and with the team as a whole.” To sum up the AMA’s approach on high performance teams, teams that are empowered and hold each other accountable are the teams that perform the highest. Figure 2 - Logo, Denver Broncos How are High Performance Teams Created? A well known theory of team building is Tuckman’s group developmental...
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...Introduction: Individual Reflection on Team Experience Today in many industries and organizations group/team work is a tool for effective achievement of organizational goals. Understanding the way groups develop and how they impact organizational success is important to the effective use of groups in organizations. One of the most common models to describe how groups develop was described by Tuckman. Tuckman studied group development as it was seen in group therapy. This was then extrapolated to involve the development of all groups and teams that exist in areas such as those seen in organizations. In 1966, Tucker proposed that group development progressed through four identifiable stages which were named forming, storming, norming and performing. The Tuckman model for the stages of group development is one of the most cited models in the business world. Over the years there were other studies that also agreed that groups go through stages and they had identified that there appeared to be an “ending” stage as well. In 1977 Tuckman with Jensen reviewed who the stages of group development had evolved over the years since his first proposal of the stages of group development and in response to other studies they added a final stage of group development which the called adjourning (Tuckman & Jensen, 1977). The adjourning stage will not be reviewed in this paper since there was no real adjourning stage with this group. Another model for group development is the punctuated equilibrium...
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...At some point, the team may enter the norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid. Team members often work through this stage by agreeing on rules, values, professional behavior, shared methods, working tools and even taboos. During this phase, team members begin to trust each other. Motivation increases as the team gets more acquainted with the project. Teams in this phase may lose their creativity if the norming behaviors become too strong and begin to stifle healthy dissent and the team begins to exhibit group thinking. Supervisors of the team during this phase tend to be participative more than in the earlier stages. The team members can be expected to take more responsibility for making decisions and for their professional behavior. Performing Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable to the team. Supervisors of the team during this phase are almost always participative. The team will make most of...
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...THE IMPORTANCE OF LEADING TEAMS TO ACHIEVE ORGANISATIONAL GOALS AND OBJECTIVES 1.1 ASSES THE EFFECTIVENESS OF OWN ORGANISATION IN MEASURING TEAM PERFORMANCE AGAINST ORGANISATIONAL GOALS AND OBJECTIVES In this section I will be assessing how North Wales Housings grounds maintenance team (rakes and ladders)measure team performance against goals and objectives. In my opinion rakes and ladders have clear goals and objectives this makes it allot easier to fur fill them. At times, the objectives of one department and another conflict but we still need to work together to achieve the overall objectives of the organisation Rakes and ladders carry out a self-service evaluation every six months to see how the teams are performing this takes into account all of our complaints and positive feedback The down side to this is that when the December service is carried out rakes and ladders haven’t been as visible as they are in the summer because during the winter period rakes and ladders help out the maintenance department carrying out fencing and guttering work. This also causes conflict because I believe rakes and ladders provide a very good service for the maintenance team. during the winter this is when most of the repairs need carrying out on the repairs side because strong winds brings down fences and leafs block many gutters so when rakes and ladders are working hard on the maintenance side the satisfaction survey shows them to be not performing to organisation needs ...
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...guidelines serve as the structure by which organizations make decisions for best practices by using evidenced based research to support their decisions. The purpose of this assignment is to develop a guideline to support mental wellbeing in the workplace by providing a framework based on evidence, to provide steps to reduce the stress of work overload by reducing the amount of time spent in meetings. Literature Support Work plays an important role in in supporting mental wellbeing. Work can also produce negative effects such as stress. Stress in the work place has been defined as “the adverse reaction people have to excessive pressure or other types of demand placed on them” (Mental wellbeing at work, 2009, p.45). In clinical practices,...
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...PROJECT- TEAM DEVELOPMENT A Team is a group of people who work together and are collectively responsible and accountable for a defined task/s. Teams normally have members with complementary skills which, when appropriately harnessed, allow each team member to maximise their strengths and minimise their weaknesses, thus generating synergy through a co ordinate effort. As the new team member and leader at the jewellers firm my first task would be discovering the already established team roles an dynamics and determining where I can fit into it all as well as what and whose roles may need to be altered. For teams to work well together they need to have; high levels of trust between members, they need to work together to achieve greater results than any individual, have string shared leadership within the group, demonstrate support for other team members and individuals within the organisation, and regularly monitor, evaluate and review performance as an aid to improvement. These skills will need to be introduced to the team at an early stage so team dynamics can be established. It is clear that the senior management has noticed the team struggling with their day to day tasks and communication is strained. In order for the team to move forward and progress team development will need to occur. In this stage the team will go through 4 development stages; Forming- Teams are undeveloped and need to create an identity. Storming- As members come to know each other they question and...
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...Introduction Research carried out on 48 virtual teams that had different effectiveness depicted that there were five characteristics and practices that distinguished between the highest and lowest performing virtual teams. These differentiators include; commitment and engagement, collaboration, information flow, shared decision making processes and trust. Below I will discuss four of the differentiators. Differentiator 1: Commitment and Engagement From the research, it shows that high performance virtual teams as being proactive, engaged and very initiative. They have a score of around 3.6 from a possible 4 points as compared to their counterparts that have a score of 3.06. These top performing teams always tend to go above and beyond so as to make sure they achieve their successes. Another reason for success would be the use of team leaders who help to motivate the others members and hence play a role in commitment and motivation. Most of the top performing teams had members that would take on leadership responsibilities and hence reduce the leader’s burden, but the low performing teams would not do so. It is crucial for virtual team members to help in sharing the official leader’s responsibilities this is because it means that they can work under less supervision and hence will be very effective in carrying out their other responsibilities than those members who cannot share the leader’s responsibilities. Teams that coordinate their day to day activities to the...
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...Stages of high performance development Every teams performance is determined by their commitment to required changes and acceptance of ongoing evaluations. For a team to be high performing, members need to be able to effectively resolve conflicts, have clear goals and show trust towards each other and the management. The team will reach high performance levels, when they learn to support individual member, recognise their achievements and understand what works better within the organisation and what does not. According to Psychology professor Bruce W. Tuckman for the above to happen, team need to go through 4 stages of development: Forming, Storming, Norming and Performing. His research is based on a belief that each stage is necessary for...
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...incremented understanding and community. Communication and trust are essential for teams to function properly and achieve their end goals. A frame for communication lines must be laid out in advance as well as a combined contract that defines what the team expects to accomplish as a whole as well as individually. Trust must be built up over time. Each team member must respect each other and follow through with assigned tasks to strengthen trust within the group. If communication and trust break down within a team, the team will not progress and will cease to function. Having strong communication will help ensure that a team is successful. Trust between team members is essential to keep communication lines open. Each team member has a responsibility to respect and be honest with the entire group. Having a contract in place that defines responsibilities and goals will help clarify goals and expectations which the team has collaborated on together. By so doing, the team as a whole will be able to communicate clearly, productivity will be high, and their ability to reach their end goals is strong. Bruce Wayne Tuckerman, born in 1938, has carried out research into the theory of group dynamics. In 1965, he published one of his theories called “Tuckermans’ Stages.” The stages are forming, storming, norming, and performing. Within the business setting, the shift from yesterday’s “singular” culture to today’s “team” culture has brought about a new era of learning, development, and innovation...
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...1. What is the definition of a team? A. Employees jointly responsible to meet a goal B. Collection of people working towards a common goal C. A group who follows the same 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 ...
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