...the key facts and critical issues presented in the case. Specifically, highlight the critical issues facing the Bank of America's I & D team. The case study of Bank of America as presented in the Harvard Business Review, Bank of America (BoA) experienced many issues found in organizations as they interject change in efforts to continually evolve. BoA, in the early 2000’s, was a juggernaut in the global banking and financial industry. Being one of the world’s largest financial institutions, it had to continuously pursue ways to improve, innovate, and remain the leader in its class. As banking competition increased, the number of branches began to decrease. Recognizing this, BoA set out to create a team that would be charges with the task of keeping the bank evolving, account holders growing, and to find innovations that kept them the leader of in the industry. The Innovations & Development (I&D) team was created. The I&D team reviewed the banks history of growth and acquisitions, evaluated its competition, and developed ideas and innovated programs that would theoretically keep the bank moving forward. As these ideas evolved, they needed to be tested in the market prior to implementing the new programs company wide. The leadership of the bank decided to create a small number of test sites that would allow the I&D team to implement their improvement strategies while having a minor effect on the company as a whole. As in most organizations, implementing...
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...Business Communication Essentials, 6e (Bovee/Thill) Chapter 2 Mastering Team Skills and Interpersonal Communication 1) Teams are at the core of ________ management, which is the effort to involve employees in the company's decision-making process. A) autocratic B) participative C) top-down D) personnel E) laissez-faire Answer: B Explanation: B) Teams are often at the core of participative management, the effort to involve employees in the company's decision making. Classification: Conceptual LO: 1 Difficulty: Easy Learning Outcome: Describe best practices in team and interpersonal communication 2) Teams can increase performance levels by ________. A) pooling experience B) discouraging consensus C) encouraging groupthink D) duplicating effort E) promoting hidden agendas Answer: A Explanation: A) By pooling the experience of several individuals, a team has access to more information in the decision-making process. Classification: Conceptual LO: 1 Difficulty: Easy Learning Outcome: Describe best practices in team and interpersonal communication 3) Simon has just launched a startup and has big ideas for the company. He assembles a large team of people from different backgrounds who have the skills he needs to get the job done. Simon's brother criticizes this, saying that such a large team will result in too much conflict, because the different team members will all have individual approaches to a problem. Which of the following should...
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...Business Communication Essentials, 6e (Bovee/Thill) Chapter 2 Mastering Team Skills and Interpersonal Communication 1) Teams are at the core of ________ management, which is the effort to involve employees in the company's decision-making process. A) autocratic B) participative C) top-down D) personnel E) laissez-faire Answer: B Explanation: B) Teams are often at the core of participative management, the effort to involve employees in the company's decision making. Classification: Conceptual LO: 1 Difficulty: Easy Learning Outcome: Describe best practices in team and interpersonal communication 2) Teams can increase performance levels by ________. A) pooling experience B) discouraging consensus C) encouraging groupthink D) duplicating effort E) promoting hidden agendas Answer: A Explanation: A) By pooling the experience of several individuals, a team has access to more information in the decision-making process. Classification: Conceptual LO: 1 Difficulty: Easy Learning Outcome: Describe best practices in team and interpersonal communication 3) Simon has just launched a startup and has big ideas for the company. He assembles a large team of people from different backgrounds who have the skills he needs to get the job done. Simon's brother criticizes this, saying that such a large team will result in too much conflict, because the different team members will all have individual approaches to a problem. Which of the following should...
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...departments interviewed was split up based on the following break-down: Tarek: Administration Department Kevieon: Marketing Timur: Manufacturing, R&D • Plan list of adequate tactics Tarek: Summarize the change primer with additional notes. Timur: roughly break down the list of all available tactics into the 7 stages outlined in the primer. • Implement tactics Kevieon: enter the available tactics into the game in various order. • Evaluate tactics used Collective activity, group discussion of tactics used Interviews Administration Maurice Gagnon - CEO • Very worried about present managerial state • Need a leader • Not happy with Brian • Thinking about coming out of retirement • Company changed a lot since Brian took over • Company may have grown too much • Likes Brians cost containment initiatives • Market has changed • Company should be doing better • Company has great resources • Bit performing as well as competitors • Need action and results • There should be two divisions 1:military , 2: commercial • Not happy • Problem is Rob Brown is a problem, thinks problems wouldn’t be around if union and Rob weren’t around Brian Johnson – President • Company is largely result of his ideas • Feels like has failed because has to bring in consultant • Exceptional departmental strength and cutting edge R&D, high quality...
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...eliminate confusing nested lists d) Capitalize the first word in each item. End all items with a period only if at least one item is a complete sentence. 2) Recommended ways to explain how your proposal is organized include a Table of Contents, section introductions, and what? a) Compliance Matrix b) Theme statement c) Endnotes in an appendix d) List of graphics 3) How should opportunities be qualified? a) By analyzing customer, competition and capability b) By analyzing competition c) By value only d) By solution only 4) Unless the RFP specifies otherwise, numbered subheadings should be limited to how many levels? a) 2 b) 3 c) 4 d) 5 5) When estimating the required expert resources for writing detailed technical proposal sections for which no boilerplate exists, which of the following metrics is typical? a) 1 page/person day b) 4 pages/ person day c) 10 to 15 pages/person day d) More than 25 pages/person day 6) Which of the following statements is TRUE regarding Price and Value? a) Price is what you charge for a product or service b) The customer will always attribute value to additional features that have not been requested c) Value and price are the same 7) Why is it important to qualify opportunities before committing time and effort? a) To ensure internal resource is fully utilized b) To maximize win rate c) To raise your profile with the customer d) To undercut the competition ...
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...Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s chances of survival...
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...Course Syllabus ACC561 Introduction to Management Accounting Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2009 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Chuck Royes croyes@email.phoenix.edu (University of Phoenix) chuck.royes@yahoo.com (Personal) 817-307-4990 (CST) Facilitator Availability Typically, I am available from 7:00 pm Central Time until 11:00 pm Central Time on most weekdays. During the weekend, I am available throughout the day and evening, usually checking emails on a regular basis. If these times are not convenient for you, please let me know. I will be happy to accommodate your schedule to the extent reasonably possible. Should you have the need to contact me outside of these times, please do not hesitate to do so. For emergencies...
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...Running head: Teams and Training Teams and Training SP2750 Teams and Training Team training is the facilitation of building productive and effective teams from within the team itself. Training programs exist to help teams perform tasks and jobs efficiently as possible. Team training programs exists to train the team itself from within the team using the team. Although the article I read pertained to team building in the medical field, much of what was done can be applied to any team looking to better increase efficacy and productivity. In order to determine what makes teams effective we need to know what separates from groups. In a group a leader is appointed, the groups missions is its purpose, only individual work provide products, and effectiveness is measured indirectly. In a Team leadership responsibilities are shared, the team has a specific well-defined purposed that is unique to the team, the team works with its members to develop products and effectiveness is measured by assessing team work products (Johnson & Johnson, 2009). Overall when at work a persons in grouped into teams to help According to the article (Klipfel, et al., 2014) “Respectful communication serves as a foundation for establishing partnerships between persons by engaging them in formation exchange, that develops mutual understating, shared knowledge, and consensus that leads to identifiable action. The example given is when a nurse describes a patient’s illness, they usually describe...
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...Team A - Week 3 Reflection Summary I. Determine strategies to help develop effective groups and teams (Ch.9-10) A. Effective groups (Ch.9) - Two or more individuals sharing information and helping each other within their own areas of responsibility 1. Determine what kind of group a. Formal, informal, command, task, interest or friendship or any combination 2. Determine group properties b. Roles, norms, status, size, cohesiveness 3. Determine if group think, group shift, group polarization is skewing group goals B. Effective teams (Ch.10) - Group where individual efforts result in performance that is greater than the sum of the individual inputs 4. Definition 5. Determine type of team c. Problem-solving, self-managed, cross-functional or virtual 6. Characteristics of effective teams d. Adequate resources, leadership and structure, climate of trust, performance evaluation and reward systems 7. Team composition e. Abilities, personalities, allocation of roles, diversity, size, preferences 8. Team Processes f. Plan and purpose, specific goals, efficacy, mental model, conflict levels, social loafing 9. Team Building g. Selecting, training, rewarding II. Determine strategies to resolve conflict within organizations (Ch.14) C. Conflict Process 10. Potential opposition...
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...self into situations of the everyday man and woman. With all of these new ideas, the company employees know that interdependency, empowerment, cross-functional teams, and new ideas are important to continue with the success of the company. Making A Move Hans Straberg faced many challenges when he took over in 2002. Costs were increasing and Electrolux was losing their market share to lower cost goods produced in Eastern Europe and Asia. Competition in the United States was fierce, so Straberg had to make some radical changes. Straberg closed production plants and moved production to Asia and Eastern Europe where the cost of labor is cheaper. Straberg also broke down barriers between departments by forcing engineers, marketers and designers to work together in an effort to produce new products. Cross-Functional R&D The method of forcing different divisions to work together is known as cross-functional R&D (Ivancevich, Konopaske, Matteson. 2011). The purpose of a cross-functional R&D team is to reduce the amount of time needed to introduce a new product to the marketplace. Previous research has shown that cross functional integration has a positive effect on performance measures (Brettel, Heinemann, Neubuer. 200). Interdependence is the key factor; each department has to work together as a team in order to succeed (Holland, Gaston and Gomes. 2000). Empowerment In this company, Electrolux has...
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...The Value of Teams Christina Rodriguez February 27, 2016 1] In what kind of teams have you participated? First team was fourth grade cheerleading, even though I was on the bottom of the pyramid, I was the foundation of the format. I did cheerleading through middle school, then in high school was in color guard in the band. I have to say being in band takes a lot of teamwork and discipline. From there being a server at a few places where teamwork is a must! Then at Food Lion I was Assistant Produce Manger, on truck days working together to get it unloaded and organized in the cooler takes teamwork and communication. Sometimes we would get dairy or meat products on our floats and because we are a team, would carry the product to the department and they would be thankful. Now at the gas station, all associates work really well together to make sure everything gets done and the store looks clean. Now as a mom, I would say this is the newest team. Rob, myself and the grandparents all work together to ensure that Jackson is taken care of. 2] How is communication in a team different from one-on-one communication, according to the text? The more people in the group the greater chance for miscommunication. One on one communication allows for more input because it can be more specific to each individual responses. They can have a better understanding of each other because it’s more direct. With group communication everyone needs to have a better understanding of the group’s...
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...The Importance of Teams Marleana Reed HCS/325 June 17, 2013 Dr. Marie Gagnon The Importance of Teams If positioned properly within the health care industry great advantage and consumer preference is gained to bolster organizational sovereignty. To do so requires a dynamic plan to incorporate competitive systems, and a workforce of concentrated efforts to overshadow all others. “No Man Is an Island.” (John Donne,) This profound statement can serve as thought provoking cohortative where teamwork is cornerstone to the administration of duties, and project management. This paper details the functionality of processes, for effective teamwork. The Collaborative efforts of teams, benefit any organization, and lead to more successes than not. Teaming serves an additional purpose, whereas participants share experiences, learn to accept and appreciate the contributions of others, while gaining a sense of camaraderie. The organizations goal is to stage teams of workgroups throughout its structure for seamless networking among disciplines. These social interactions promote strengths and talents as significant to individuals as the framework of the team itself. As such, encouragement of individuals in team processes is as much a benefit to the participant as for the organization. Successful team members place into the forefront, the objective, in lieu of a self-serving approach to task, working diligently to accomplish the shared goal. The core values of the organization will be...
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...Creativity Research Journal 2005, Vol. 17, No. 1, 51–65 Copyright © 2005 by Lawrence Erlbaum Associates, Inc. Feeling Creative, Being Creative: An Empirical Study of Diversity and Creativity in Teams Terri R. Kurtzberg Rutgers University ABSTRACT: Two empirical studies explored objectively measured creative fluency and subjectively perceived creativity in cognitively diverse teams. Results indicate that cognitive diversity may be beneficial for objective functioning but may damage team satisfaction, affect, and members’impressions of their creative performance. Subjective ratings diverged greatly from more objective measures and were more closely related to affective measures. The overall findings present creativity as a complex multidimensional construct, and cognitive diversity as an important predictor of both team emotions and outcomes. Arguments are presented for the value of subjectively perceived creativity, even in the absence of more concrete performance in the immediate time period. The concept of creativity spans a multitude of domains from art to science to literature to business and beyond (e.g. Stumpf, 1995; Tang & Leonard, 1985; Williams & Yang, 1999). Even within any one context, researchers have long recognized that creativity can refer to person, process, product, or environmental response (Rhodes, 1961). At one count, there were well over 50 definitions to be found on this ever-expanding list (Taylor, 1988). It is easy to understand, given this wide...
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... C A S E OILWELL CABLE COMPANY, INC. Jack R. MeredithAs Norm St. Laurent, operations manager for Oilwell though there were advantages too. It probably stemmedCable Company, pulled his Bronco 4x4 onto Kansas’ from the way the company was originally set up.Interstate 70, he heard on the CB about the traffic jamahead of him due to icy road conditions. Although the History of Oilwell Cable Company (OCC)traffic was moving some, Norm decided to get off atthe eastern offramp for Lawrence, rather than the more Originally known as the Chord Cable Company and locateddirect western offramp, to save time. While waiting for in New Jersey, the firm had been experiencing severe man-the offramp to come up, Norm’s mind drifted back to agement difficulties. When acquired by new managementhis discussion with Bill Russell, the general manager, in 1983, they renamed it Oilwell Cable Company andon the previous day. Norm had been contemplating add- relocated in Lawrence, Kansas to be closer to their primarying microprocessors to their rubber mixing equipment in customers in northeastern Oklahoma. Their product lineorder to save manual adjustments on these machines. This consisted primarily of flat and round wire and cables forwould improve throughput and reduce costs simultane- submersible pumps in oil wells.ously, though without displacing any employees. Based The manager chosen to head up the new enterprise, Ginoon the data Norm had seen, it appeared that the micro- Strappoli, gave considerable thought...
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...from most research concerning teamwork? Selected Answer: D. Dysfunctional behaviours that provided learning opportunities. Question 3 0.2 out of 0.2 points High performing teams, according to Druskat and Wolff (2001), exhibit high levels of: [Three of the answers are correct.] b. Cooperation. c. Collaboration. d. Participation. Question 4 0.2 out of 0.2 points According to Borgatti (2004), what are some key things a facilitator should do to be successful? [Hint: Read Guide for Working in Teams by Borgatti (2004)] [Three of the answers are correct.] Selected Answers: a. Focus the team on the task. d. Notice when someone is upset. e. Defend individuals from personal attack. Question 5 0.2 out of 0.2 points Which of the following are key steps to working in teams? [Hint: Read Guide for Working in Teams by Borgatti (2004)] [Four of the answers are correct.] Selected Answers: a. Process. c. Getting to know one another. e. Vision. f. Structure. Question 6 0.034 out of 0.2 points Why, according to the Working Positively in Teams and Peer Evaluation Video, should peer evaluation be used? [Two of the answers are correct.] Selected Answers: a. Encourage fair workload distribution. c. Recognise contribution to team dynamics. Question 7 0.2 out of 0.2 points...
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