...Team dynamics has important role to play to complete any task. Be it a small one or a large one. Because at the end, it is the performance of the team that is responsible for better productivity. About team dynamics, I had some different perspective before coming here. Though I have work experience, but still I have always worked around people of my country. Though my client was a US company, but we had interactions only through mails. So I though team dynamics is more of dividing the work and working together because you have all the people of like mindedness around you. However, after coming here it was a totally different experience for me. Being an exchange student for international exposure, this subject and various activities helped me in good understanding of team dynamics. The group that I was assigned to had people from diverse background- Russia, Africa, India. So it was a perfect blend of totally different cultures. Forming Stage: Since the group was formed by Mam randomly, we were forced to come out of our comfortable zone and be more interactive and work with others who were not already friends with us. Hence, it started out as formal temporary team. We didn’t had any problems introducing ourselves and was excited to work together initially. We came up with a common goal about the preference that would be given to this subject for various assignments and group activities. We also started thinking of some norms that we should follow while working together...
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... We have been one of the leading teams for the first 3 rounds. What’s more, we have been formed a positive/encouraging micro- working environment. However, we clearly could do better by avoiding some mistakes. These lessons are more worthwhile to reflect on in order to transform our behaviors into more effective leadership/teamwork experiences. From my perspective, the group communication/discussions were not effective at all. The culprit behind was “self-limit” behaviors in the group decision process that were caused by different reasons. First, the presence of some with expertise discouraged the team participation. When team member perceive that another member of the beam has expertise or is highly qualified to make a decision, they will self-limit1). During the group-decision to choose an oversea market for global expansion, other team members “naturally” minimized contributions to the discussion after VP of Marketing presented his opinions. More ironic was that the VP of Marketing did not have the expertise in reality, but was perceived by other members that he should have been with more related oversea market information given the setting in the simulation. So other VPs did not capture the related information to project the addressable market more precisely, which misdirected us into a relatively less promising market. Second, the group decision process was disturbed by other responsibilities associated with the team members. Team members who are assigned with additional...
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...Topic Team Management and Behaviour Introduction In this competitive world today, various business industries are taking every possible step to differentiate themselves from others on the field. Some are inclined towards innovation, while others are striving hard to develop high quality substitutes of already existing products and services in the market. One of the most complex though important activity each company wishes to master is hiring the best talent available in market and then forming the most efficient teams within the organization. Team building is in itself a herculean task that demands brainstorming and investment. Hiring the best talent in the market would count to nothing if the individual cannot adapt to the working environment of the team and organizations. It is not surprising to see various contemporary organizations investing huge sums of money towards talent acquisition. In addition to technical and analytical abilities, the human resource departments search for the right soft skills in the prospective employee. Top talent is often rejected if it does not possess team skills. A good prospective employee, be it an operational staff, a middle level manager or a top level consultant, is expected to be knowledgeable about the importance of working collaboratively, build partnerships within the organizations and possess skills to build and lead teams of 21st century (Michael, 2012). Various organizations are sweating over the need to understand...
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...Team Strategy Plan Patty Haynes 09/08/14 MGT/311 – Week 4 Individual Mr. Gregory Martin University of Phoenix Material - Patty Haynes Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. |Strategy |Strengths |Weaknesses | | |When objectives are clear for each employee|More emotion such as encouragement could be| |Setting clear objectives of what is |on what is expected of them, it will |used while setting objectives. If the | |expected when accomplishing goals |eliminate confusion and optimize efficiency|goals are set too high, employees will feel| | |while accomplishing the goals set as a |failure and pressure. | | |team. | | | |Using clear channels of communication can |When the channels of communication are | |Using clear channels of communication |eliminate confusion regarding any |interrupted the team is put in a | | |responsibilities amongst employees. Also, |standstill, this will hault all production,| | |directions...
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...experts in cross-cultural communication, information networks, and the science of attention what specific skills executives should cultivate to tackle these new challenges. Here are their answers. January–February 2012 Harvard Business Review 139 EXPERIENCE Skill 1 Code Switching Between Cultures To work well with foreign colleagues, you may have to risk feeling inauthentic and incompetent. by Andrew L. Molinsky Marco, the Italian COO of a technology company in Mumbai, can’t motivate his Indian employees. Anat, an Israeli management consultant working in the United States, struggles to give “American style” feedback. Seungwoo, the CEO of a Korean software firm with a new Shanghai office, has trouble retaining Chinese staffers. All three of these executives should be successful in their respective crosscultural contexts. They all have what Mansour Javidan, of the Thunderbird School of Global Management, calls a “global mind-set”: They are seasoned managers who appreciate diversity and have international work experience. They also have specific cultural intelligence: Marco knows that Indian workers are accustomed to leaders who are more authoritarian than those in...
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...Case Study Guru Greg and Indian Cricket Team Phase I In the year 2000, Ganguly stood up as a leader and accepted to become the captain of the Indian cricket team w the team was new. At that time, no one was ready to become the captain because the team was under the pres of match-fixing allegations. It was a difficult time, and the wrong man in the captain's position might have ruined the Indian cricket to an extent that it might never have recovered. Ganguly was the man who gave the power and confidence to the team, which was instrumental in cricket team winning many series outside India like: reaching ICC Mini World Cup final, Natwest series, Australia test series, first series wins in both tests and GDIs in Pakistan, a feat that had eluded India for ov years and took unfancied India to runner-up position in World Cup 2003. Ganguly led India in a record 49 Tests, winning 21 including 12 outside India— all the three figures arc recon for Indian Test captains. He also led India to more Test wins (II) outside India between 2000 and 2005 than all Indian captains had done between 1980 and 2000. He led India to victory over Australia in the 2001 Border-Gavaskar trophy— a feat considered one of the greatest in the Indian cricket history. Ganguly was aggressive by nature and that made team more aggressive and strong. He was the first-ever Indian captain who created a confidence in the team to win overseas. It was under his captaincy that India started winning matches...
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...University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. |Strategy |Strengths |Weaknesses | |Common plan and Purpose. |Well defined clear communication detailing |Having too many different agendas and cause| |Team members, identify mission, goals, and |goals and purpose will enhance the |confusion within the team. | |strategies. Each person can have clear |organization. | | |understanding of steps needed to accomplish| | | |this. | | | | | | | |Team efficancy. |Team can accomplish the goals and missions |If team members lack certain skills then | |The ability to succeed. |identified by the team. |this could limit the team’s level of | | | |success of a mission. | ...
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...Team Strategy and Conflict Management Plans Kimberly Faagata, Carrie Firman, Dan Lyle, Stephen Nelson, and Dera Tennelle MGT 311 June 10, 2013 Penny Thomas Part I The purpose of this paper is to discuss different strategies for team building which helps is overcoming conflicts in a working environment. Based on current strategies available on subject, it tries to figure out some leading challenges to addressed, and extracting the best strategy for team building. It covers analysis of factors and measures for building up a successful team, which serves as a common ground for a progress in evaluation of best strategy for the particular purpose. Introduction Every organizational environment has teams, which refer to different members, who are working as one. Every team is usually built on a base that acquaintances or secures the members collectively in every action to promote growth within the unit, and it is known as team building. Team building concerns to a range of activities and program, which are used by different organizations, for instance businesses, sports, academic institutions, religious and non-profit grouping with an intention of boosting up team performance. The activities manifest using a choice of methods and advancement approches, ranging from a plain bonding action to an exigent simulations, used for planned team building outings and recoils intents to build up everyone. Strategies Available to Build Teams There are many strategies available to...
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...Management Summary Our management team is comprised of people with many years of experience in the long-term care provider and software development industries. Our philosophy is laser-like focus on the customer’s needs. We have a Chief Financial Officer and four directors reporting to the President and CEO. Part-time positions staffing the customer support desk will be filled as needed and reporting to the Director of Operations. Seven regional sales managers will be contracted as commissioned resellers and reporting to the Director of Business Development. Four have already been identified. Management Team The OBRA e-z management team consists of the President and CEO, the CFO, and four directors: Ken Smitzhe, President and Chief Executive Officer Ken Smitzhe has been working with Information technology tools in the geriatric health are industry for over ten years. His expertise is in the Internet, Intranet and development of strategic business partnerships. Previously, Mr. Smitzhe was National Manager with NCS HealthCare, Inc., a world class provider of integrated healthcare solutions, providing real-time communications between long-term care institutions, including skilled nursing facilities and assisted living facilities. The technology provided by NCS has led to better patient care and a more efficient work environment. At NCS, Mr. Smitzhe was instrumental in the development of the companies’ web based formulas that increased productivity and customer...
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...University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Expectations of goals | Good for measuring the objectives and enhance the competence a team. | If a team member fails to communicate or does not believe her or she is part of the group the team is likely to fail. | Open communication | Consistent communication leaves no team members guessing what he or she should do. | Lack of communication may lead to team member not doing the correct task. | Tem cohesiveness | Team is unified and works as if they are one person. | Conflict of personal interest may cause the a team not to integrate. | Resolving conflict | Teams who solve conflicts quickly and as a team are likely to succeed. | Clashing personalities could draw conflicts out longer average. | Consequences | Teams realizing consequences allow creativity within the group. | Team members who believe he or she is not accountable may omit themselves from the consequence. | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. Your response should be at least 100 words. The diverse group of employees at Riodan Manufacturing Pontiac, Missouri will allow a team formation strategy called Six Hats. The concept behind Six Hats is each employee wears a different "hat" (role) in the team. Each of the Six Thinking Hats represents...
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...Riordan Manufacturing Team Strategy and Conflict Management plan MGT311 Abstract The purpose of this paper is to develop a usable plan to build teams and alleviate conflict that has arisen between to employees of Riordan Manufacturing. A number of possible solution types are presented and the most appropriate ones, for each set of circumstances, are chosen. The purpose of this exercise is to allow the study of particular situations in the classroom setting rather than attempting to learn from them is a business setting. Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Problem Solving Team | Highly specific to one area or process. Uses team members that work in the same area to address a specific issue | Usually built for a specific single task and limited to single location. | Self-managed team | Team selects appropriate members. Group is functional in a particular area. Reduces need for supervisory positions. | Prone to conflicts within team. Power struggles. Conflicts reduce overall function. | Cross-functional team | Brings a broad number of members in from different work areas. Covers a large number of viewpoints. Allows sharing of information across work areas. | Takes time to build trust between work areas. Initial success usually takes longer. | Virtual team | Can bring in subject matter experts in from any location. No travel expense. Members are...
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...Team and conflict management plan Tatum N. Davidson MGT/311 August 12, 2013 Jack Land University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Identify the objectives | Setting goals will allow each team member to understand their role and the pace at which the work must be completed. | Adequate feedback is not provided to team members | Steady communication | Keep the communication steadly flowing within the group, any miscommunication should be resolved at the present moment. | Too much empasis can be placed on solving the problem; time wasted sitting down to communicate can take away from production and slow down work pace. | Conflict Resolution | Identify conflict and find solutions to these problems. | Team member in charge of resolving coflict may be afraid to confront the employee for fear of making the situation | Trust building | Establish trust, allow each member of the team to give their input. Allow team members the opportunity to lead or be given leadership positions | Once trust is violated it is very difficult to get it back. | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. Your response should be at least 100 words. 3. What potential barriers may arise during team formation...
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...Teams play a vital part of both personal and professional areas. While the terms group and team are used in seemingly interchangeable ways, it is very important to understand the differences between the two. Businessdictionary.com provides definitions for both a team and a group. A group is defined as a collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of camaraderie, and who work together to achieve a common set of goals. A team is defined as a group of people with a full set of complementary skills required to complete a task, job, or project. Team members operate with a high degree of interdependence, share authority and responsibility for self-management, are accountable for the collective performance, and work toward common goals and shared rewards. A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members. While teams and groups are similar, team members are more interdependent in their task orientation, purpose, structure and familiarity between members. In a group, members work independently of each other to achieve their organizational goals while in a team, the members would work together to achieve a common goal. In sports like football, baseball and basketball, teams work together to play for and win championships. In much the same way, teams in a work...
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...Riordan Manufacturing Team Building and Conflict Management MGT/311 October 28, 2013 George Beaini Riordan Manufacturing Team Building and Conflict Management Riordan Manufacturing is working to launch CardiCare Valve heart valves and in doing so is designing a new team to proceed with the product launch. The company is looking to use many current employees along with some new hires to build the team needed to manufacture this new product. The company will be using team building strategies to determine how to build the new team for this product and will also be looking at conflict management and conflict management strategies to handle any possible problems that may arise. Part I: Team Strategy Plan There are different strategies that can be used to identify employees for a team. It is very important that when putting a team together the people used have complementary skills and are able to work together. Reviewing employee files would be a good place to start. Looking at performance reviews and employee’s strengths and weaknesses can help to determine what people to use in the team for this new product. This will only work for the existing employees. With the new employees that are coming in to work on the project for the new product the data from the interviewing process and past job experience will help to determine how these employees can be best used in the new team that is being developed. There can be a variety of challenges that arise while developing...
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...1 - Introduction The influence of top management team (TMT) on organizational behavior and outcomes is one of the most widely studied relationships in strategic management. Since Hambrick and Mason’s (1984) seminal article on organization’s “upper echelons”, organizations and strategy researchers have tried to establish a relationship between top management team demographic characteristics and firm outcomes. However, empirical results have been inconsistent. Certo, Lester, Dalton and Dalton (2006), after conducting a meta-analysis of several studies, found modest support for a direct relationship between TMT demographic indicators and firm performance, but indicated moderating influences. Hambrick (1994) provided the main argument against TMT research based on demographic characteristics. According to him, this line of inquiry pays “too little attention to the actual mechanisms that serve to convert group characteristics into organization outcomes” (p. 185). Recent research on strategic leadership, trying to overcome these mixed findings, has begun to change focus away form TMT characteristics and concentrate on the processes underlying TMT decision making (functioning) such as comprehensiveness, consensus, social integration, conflict and decision speed (Certo et al., 2006). Lubatkin et al. (2006) and Carmeli and Schaubroeck (2006) present good examples that, when processes were measured directly, they were a stronger predictor of organization outcomes and performance...
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