...Belbin Team Roles [pic] Self Perception Inventory Self Perception Inventory For each section, tick in the far left hand column the one, two or three sentences most applicable to yourself. Then in the column on the right apportion 10 points between those sentences that apply to you – giving a higher value to the sentence that sums you up the best. You must allocate all 10 Points in each section. SECTION A: When involved in a project with other people: |Tick | |Points | |/ |I can be relied upon to see that work that needs to be done is organised |2 | | |I pick up slips and omissions that others fail to notice. | | |/ |I react strongly when meetings look like losing track of the main objective |2 | |/ |I produce original suggestions, |1 | | |I analyse other people's ideas objectively, for both merits and failures | | |/ |I am keen to find out the latest ideas and developments. |2 | | |I have an aptitude for organising people. | | ...
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...professional background of leadership will be discussed. Burke This article focuses on the relationship between specific leader behaviours and team performance outcomes. Team leadership Functional approach: leaders main job is to do whatever is not being adequately handled for group needs. Within this approach the leader is effective to the degree that he/she ensures that all functions critical to task and team maintenance are completed. Team leadership = dynamic process of social problem solving through generic responses, categorized as (Fleischman): 1. Information search and structuring (to inform leader, used to decide upon course of action during 2.) 2. Information use in problem solving 3. Managing personnel resources 4. Managing material resources Hackman: not on leadership functions, but on identifying condition that leaders can create to facilitate team effectiveness. * teams must be real (team task, boundaries, specified authority) * have compelling direction (challenging, clear and consequential) gained from first two leadership functions above * an enabling structure (core conditions) Leaders manage personnel resources by creating an enabling structure, so can be linked to 3. Above. Example: designing work such that members identify with the task, or manner in which the team is composed can serve to provide an enabling structure * a supportive organizational context (reward systems, info systems, training) * expert...
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...Vision/Scope Customer Name Directions for using template: Read the Guidance (Arial blue font in brackets) to understand the information that should be placed in each section of this template. Then delete the Guidance and replace the placeholder within with your response. There may be additional Guidance in the Appendix of some documents, which should also be deleted once it has been used. Some templates have four levels of headings. They are not indented, but can be differentiated by font type and size: • Heading 1 – Arial Bold 16 font • Heading 2 – Arial Bold Italic 14 font • Heading 3 – Arial Bold 13 font • Heading 3 – Arial Bold Italic 12 font You may elect to indent sections for readability. |Author | | |Author Position | | |Date | | Version: 1.0 ( 2002 Microsoft Corporation. All rights reserved. The information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft...
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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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...Chapter 04 Job Analysis and Rewards Answer Key Changing Nature of Jobs True / False Questions 1. In most modern organizations, jobs are largely well established and change little over time. FALSE 2. Job analysis is the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements. TRUE 3. Competency based job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job. FALSE 4. The traditional way of designing a job is to identify and define its elements and tasks precisely and then incorporate them into a job description. TRUE 5. Traditional job design is marked by formal organization charts, clear and precise job descriptions and specifications, and well-defined relationships between jobs. TRUE 6. Changes to jobs have become so radical that the concept of "jobs" is no longer a useful concept in most organizations. FALSE 7. Advances in technology are one of the major reasons for changes in jobs. TRUE 8. A job family is a grouping of positions that are similar in their tasks and task dimensions. FALSE 9. The smallest unit into which work can be divided without analyzing separate motions, movements, and mental processes is called an element. TRUE 10. Many small-business owners, general managers of start-up strategic business units, and top management members perform flexible jobs...
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...financial functions is performance level calculations, principle payment calculation, depreciation of an asset, interest payment on investment, present value of investment, calculation of interest rate over time, annual duration of the security, current and future rates of investment, and amortization. The logical functions help calculation based on the requirements such as if, or, and, true and false. MS Excel also has an integration that allows to import information stored in COM applications. MS Excel also has a series of arithmetic and geometric functions. Additionally, MS Excel has a number of functions for engineering applications such as Bessel functions, binary and hexadecimal. Other functions include correlation, covariance, sum of squares, exponential means, permutations, quartiles, Student’s t-distribution, z test , and others. The manager can effectively utilize these tools in interpretation of data sets and creating queries without using MS Access. The manager can effectively calculate all the needed statistics without having to go through extensive calculations. By using Data Analysis, the manager can calculate the statistical data and test the statistics for significance with a few pushes of the button. MS Excel is integrated with MS Access and the data can be kept in both database and excel formats. 2. What potential legal and ethical issues could arise if the information gained in this survey was used to create an ideal profile of characteristics that the...
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...case studies that show examples of collective intelligence being successful or floundering. The idea of a crowd is broad in this case. A crowd can span from all users of the internet using a search engine such as Google to a small team of scientist working to find a vaccine for SARS. His general theory includes four main characteristics to what makes wise crowds. They must include diversity in opinion where everyone has their own private information or interpretation of the information. Also, there must have independence of opinion. Opinions can’t be based off of the opinions of others. Next, decentralization where people can draw from their own local knowledge is a key to wise crowds. Lastly, information must be able to be aggregated. This is the ability of judgments to be turned into a collective agreement. With these four characteristics, crowds are able to collectively create a better source of information and decision making. After reading this thought-provoking book, my eyes were opened in terms of how I view business and management. Management cannot be successful without the use of teams. Properly used teams are a key aspect to proper decision making and finding information. Through individual analysis and discussion with my team, I have noticed that this is the most important aspect of The Wisdom of Crowds. Not only was this one of the main point Surowiecki was trying to get across, but it greatly affected how I will look at business and management...
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...Many projects in a workplace may be too large for one individual to handle, or complete to a high standard against the time frame targeted. Organisations employ teams into their structure to distribute tasks to all members to ensure achievable workload. Teams are a group of people with a variety of skills who all work together to serve a focused purpose but need varied inputs to achieve overall tasks. Further defined, “a team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they are mutually accountable” (SMITH,J. 1993. Teams and leadership (8th November 2011). An organization benefits from this array of minds, skills, views, tactical approaches and problem solving from a team oppose to one individual carrying out the task. A team helps productivity of the tasks completion and improves time taken to complete task aims because individuals have manageable workload. A team caries out tasks that contribute to the organisation overall purpose and aims, therefor leadership is needed to be implemented in order for the teams direction and output to be accurate towards the organisation, of standard and completed in time frame needed. “ Leadership is the art to influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives” JOHNSON, M. 2003 Business Dictionary (8th November 2011). Leadership is carried out by a leader...
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...Importance of Teams By Marina Naranjo HCS/325 Health Care Management October 01, 2012 Dalynn Campbell In order to improve efficiency and customer service in my department to focus on teamwork, I would focus on the problems that exist within the team. The next step would be to research the team and figure out what their advantage points are and what they need help on. The third step would be course of action which may be just to re-arrange the team and see whether or not someone may need to be terminated. The fourth step would be to involve the rest of the team in on the plan. This will get individuals involved in the decision. The final step would be to compare the accomplishments with the originally planned objectives. If the results are what are desired then the process just needs to be reviewed and renewed to allow for corrective actions. Teams are essential to health care because it has been suggested that "each team member's abilities, skills experience, attitudes, values, role perceptions and personality – all the things that make a person unique – determine what they are willing and able to contribute, their level of motivation, methods of interaction with other group members and degree of acceptance of group norms and the organization's goals" This suggests the need to focus on individual characteristics that have been found to contribute to teamwork, as "pre-requisite characteristics of effective teamwork" (Leggat, 2007, para. 5). Teamwork is used...
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...Running head: Rapfael Whiteside, THE FORMATION OF GROUPS & TEAMS The Formation of Groups & Teams Rapfael Whiteside Embry Riddle Aeronautical University MGMT 317 Organizational Behavior 01 December 2010 In this paper I will explain how and why teams and groups are formed, the different types of groups and effectiveness of work groups. The process of a group activity is the interaction and mutual influence among group members as they complete the group activity, communication, leadership, conflict, conflict resolutions and norms of behavior in the group. A group is two or more people who interact with each other to achieve certain goals or needs. The purpose is to accomplish the same goal using my skills, personalities, abilities and experiences to be more effective. “Group forming is a process and there are five stages for group development: forming, storming, norming, performing and adjourning.” (Hunter, Dale, Bailey, Anne, Taylor, Bill, 1995). Some characteristics of work groups that influence or affect the way members behave in the area of group performance can include the group size, group composition, group function, group status, group efficacy and social facilitation. Groups control their members with roles and rules. Role is the division of work among the group members. Rules are made to control group behavior. Work groups establish goals to achieve...
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...University 1 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Topics This Presentation Organizational Culture Characteristics 1. 2. 3. 4. 5. 6. 7. 8. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Agility eleventh edition organizational behavior stephenp. ro s bbin 2 Organizational Culture USA & China What Do Cultures Do? How Employees Learn Culture “Organizational behavior” “Organizational behavior” Eleventh Edition Eleventh Edition By Steve Robbins By Steve Robbins ISBN 0-13-191435-9 ISBN 0-13-191435-9 Reference Book Reference Book 2 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 What Is Organizational Culture? Organizational Culture A common perception held by the organization’s members; a system of shared meaning. Characteristics: Characteristics: 1. Innovation and risk 1. Innovation and risk taking taking 2. Attention to detail 2. Attention to detail 3. Outcome orientation 3. Outcome orientation 4. People orientation 4. People orientation 5. Team orientation 5. Team orientation 6. Aggressiveness 6. Aggressiveness 7. Stability 7. Stability 8. Agility 8. Agility Page 485 Page 485 3 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Culture Characteristics A Closer look 1. Innovation and risk taking. The degree to which employees are encouraged to do both 2. Attention to detail. Degree...
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...developer company with its primary function being developing and selling apartments and houses in the high-end market in Athens. A few years later when the real estate market started loosing its momentum in an attempt to maintain a steady flow of revenues, our business evolved into offering consulting services and construction projects for larger companies. The result was that our main business moved from B2C to B2B. In order to be competitive in this new market a cultural transformation was essential but at the same time really challenging to achieve. Additionally some of the tasks that were previously outsourced were now part of our own operations and required the utilization of certain networks of people. This transformation was not fully successful for us, it led to decreasing our job satisfaction element, our motivation and energy as a group. What follows is my analysis on this matter and the way I dealt with it as the general manager of the firm. In the end I will present just a few thoughts on what I should have done differently. Analysis: During the first few years of my company’s operation the market we worked in had high profit margins and success was highly correlated with creativity and innovation. Given the small number of employees the company’s culture reflected some of the personal values of my business partner and myself as well as some characteristics that are present in most new originations. Some of these characteristics were: 1. Low structure: There...
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...Characteristics of effective teams: a literature review Characteristics of effective teams: a literature review SHARON MICKAN AND SYLVIA RODGER Sharon Mickan is a PhD student and Sylvia Rodger is a Senior Lecturer in the Department of Occupational Therapy at The University of Queensland. Sharon holds a NH&MRC Public Health Postgraduate Research Scholarship. Abstract Effective healthcare teams often elude consistent definition because of the complexity of teamwork. Systems theory offers a dynamic view of teamwork, in which input conditions are transformed via optimum throughput processes into maximal output. This article describes eighteen characteristics of effective teams across input conditions and teamwork processes, which have been identified from the literature. Background Research into team effectiveness has traditionally searched for characteristics of effective teams. Quantitative evaluations of specific interventions have largely been inconclusive and emphasised the need for further research (Schwartzmann 1986). The complexity of team functioning precludes reducing teams to their least number of components. Rather, a systems theory approach recognises the relationships and interdependence between and within teams. Given the importance of teamwork to delivering healthcare, a better understanding of how teams function effectively will be invaluable for educating and developing teams. This article will summarise and evaluate characteristics that create and maintain teams...
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...[The introduction goes here. It should be one or two paragraphs explaining the findings of your paper. The introduction should prepare the reader for the contents of the paper by previewing the four main topics in your paper. Be sure to end with a transition word or sentence to lead into Section 1 of your paper. Triple click anywhere in this paragraph to begin typing your own introduction.] In this paper, I will provide some key concepts of organizational design and its importance, assessing the relationships between strategy, structure, and process in organizations and the relationship between organization design and decision-making processes are analyzed. In the next section, I will describe the five best design choices and the characteristics, advantages, and disadvantages of various organizational structures. Importance of Organizational Design Choices [This should explain the importance of organizational design choices. Be sure to end with a transition word or sentence to lead into the next section of your paper. Triple click anywhere in this paragraph to begin typing.] One valuable element of developing a strategy for a company is to form an organizational design that fits the company’s purpose, culture, and processes. Organizational design has become a top priority because of increased competitive pressures and the use of information technology. Structure is important in order for a company to successfully compete in a competitive market and assists in designing...
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...JOURNAL OF MANAGERIAL ISSUES Vol. XVI Number 3 Fall 2004: 361-381 Diversification Strategy and Top Management Team Fit Dan Marlin Assistant Professor of Management University of South Florida — St. Petersburg Bruce T. Lamont Professor of Management The Florida State University Scott W. Geiger Assistant Professor of Management University of South Florida — St. Petersburg Matching managers to diversification strategy has long been a cornerstone of strategy implementation research (Finkelstein and Hambrick, 1996; Guthrie and Datta, 1998; Krishnan et al, 1997; Leontiades, 1982; Michel and Hambrick, 1992; Pitts, 1977; Reed and Reed, 1989; Song, 1982; Tihanyi et al, 2000). The basic premise underlying this body of research is that different strategies pose different management challenges that, in turn, require systematically different management skills and experiences to be implemented successfiilly. Managers with backgrounds and skills matched to the critical task demands of a firm's diversification strategy, therefore, should be reflected in superior financial performance. Despite the logical appeal of these arguments, their empirical support remains limited and uneven. The cumulative findings suggest that managers of multi-business firms are generally matched to the task demands of their firm's diversification strategies (Michel and Hambrick, 1992; Pitts, 1977; Song, 1982), although contrary evidence has been found as well (Reed and Reed, 1989). Further, the...
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