...• In what kind of teams have you participated? I have not had very much experience with teams. The last time I participated in a group activity was probably in school. Some teachers I had liked to put their students in groups to complete certain assignments. Normally the teacher would pick the people in the groups because if we were able to choose for ourselves we would most likely pick our friends and not get as much work done. I think these projects were also a way for us to make new friends and talk to different people that we normally would not communicate with. Right now I am sort of part of a team on a game. We have a guild and all the stars we collect are combined. As of today we are number twenty in the top fifty guilds in the United States. We chat, help each other with problems, give tips and tricks, and share our progress in the game with one another. • How is communication in a team different from one-on-one communication, according to the text? A conversation between two people is much different than one between three or more individuals. When a third person is added to a conversation it changes the dynamics. The third person could be the listener that judges and influences the content and style of the conversation. Members have to communicate with each other as they work toward a common goal, but if there are only two people they will not be able to come up with as many ideas or suggestions as three or five people would. A third person also comes in handy when...
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...• In what kind of teams have you participated? I have personally participated in many team efforts. My team experiences all vary, from the workplace to sports that I played throughout high school. I have also worked in teams for school work and personal projects. For me, each experience has been different and rewarding. With each team that I participated with, I learned a lesson from how to deal with different personalities to dealing with different subjects and different circumstances. I have learned that it all depends on the group of people and what type of attitudes each individual has toward the team aspect. In each group and team, I was in, there was always some type of conflict. Everyone in that team had to work past their differences and and work toward their common goal. Also, everyone in the team must come up with a way to help everyone feel comfortable and respected enough to speak on their issue or issues. • How is the communication in a team different from one-on-one communication, according to the text? Communication in a team is different because everyone communicates differently. Verbal communication can be taken differently by all members involved. Certain words can mean different things to different people. Effective communication requires paying attention to an entire process, not just the content of the message. When you are the messenger in the process, you should consider barriers at many stages that can keep your audience from receiving your message...
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...The Value of Teams * In what kind of teams have you participated? When I was younger I worked in construction. Construction takes a lot of teamwork because it is usually a big job and you can’t do it on your own. Several groups generally make up a construction team, such as the architect and engineering team, the owners and investors, and the contractors. All team members share the common goal of wanting to complete the project, but they may also have conflicting priorities. Owners may want value for money, while the architect and engineers are concerned with aesthetics and safety. Aligning these interests and completing a project on time and on budget require teamwork from all workers. * How is communication in a team different from one-on-one communication, according to the text? Communication is a key aspect of teamwork, and a team that works together well is crucial to high performance and achieving objectives. Team communication is cooperative. Every team member works and contributes their own input. During team communication you can have open meetings where it is easier to communicate your passion and how you feel to your team. In this kind of forum, they will not only hear what you are saying, they will also see and feel it. This approach still remains one of the best approaches of communicating effectively with a team. However in one-on-one communication, you are having a conversation between two specific people. Some people understand better when you take...
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...Value Alignment Talona King-Carter, Danielle Johnson, Tristan Perry, Joshua Crouch BUS/475 October 28, 2013 Michael E. Portillo Value Alignment: Individual & Apple, Inc. Ethics and values play an important role in an organization’s key to success. To achieve a successful alignment between personal and corporate values, a “core” relationship between the employee and the company they work for must be strong. The benefits gained hold significant value to both the organization and the employee. Established in April 1976, and is a multinational corporation that designs and manufactures electronics, computer software, and commercial servers. Ethical values play an important role in the mission and vision statements, which in turn, keep employees whose values are similar, happy and productive. “And I think regardless of who is in what job those values are so embedded in this company that Apple will do extremely well." (Investor Relations, 2013). Origin and Subsequent Evolution of Values The personal and workplace values of our team are much the same including core values like integrity, teamwork, performance, and learning. Making ethical decisions, along with developing trust and respect in the workplace is important. Cultivating integrity through our core values means more honesty, trust, and respect is evident to all. Teamwork involves sharing an open communication with other employees. Performance is based on the determination to strive for flawless performance in the...
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...Team athletics are a huge part of society and of school, where most people start truly developing who they’re going to be for the rest of their lives. During this time, it is important to build strong connections and strong personal values. Team athletics do exactly that; they teach kids values that will last a lifetime and that can make them better people. Whether it be from: football, soccer, baseball, softball, field hockey, it doesn’t matter. Team sports teach things people might not learn anywhere else. Playing on team sports provides many opportunities, but one of the most important opportunities it presents kids with is to learn values that will stay with them forever. Between the interactions with fellow players and the coaches they can learn a lot. Playing games against other teams teaches good sportsmanship and to never give up. When the team is down by a few scores and it looks like they can’t come back, they learn that they’re never down and out; they learn to fight and give it they’re all. Whether the game is won or lost isn’t what matters. What matters is that the team as a whole tried and didn’t just lay down and quit. Then depending on the outcome of the game determines how a team should act. If they win, they shouldn’t yell and scream at the other team and gloat in their faces that they beat them. They should shake their hands, tell them it was a good game, and act with class. If they lost then they should accept defeat, acknowledge that the other team bested...
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...HRMT 301 Assignment 3: Diversity Management Group Report / Presentation 60 Marks (15% of final course grade) Instructions: 1. This assignment requires you to prepare a written team report and deliver a team PowerPoint presentation of your key insights in class (content details required are noted below). 2. Prepare a word-processed file of no more than 7-8 pages double spaced, with a font size of 12. 3. Please include a cover page, and note your name and student ID # (this page will be included as part of your overall page count). 4. Please submit your assignment through dropbox on eCentennial by Friday, July 29, 2016 at 11:59 pm. Late papers will be penalized 2% per day (including weekends) unless extenuating circumstances prevail as per the School of Business Assignment Policy. 5. Be prepared to deliver a team 5 minute Powerpoint presentation on Friday, July 29, 2016.Teams will need to bring a softcopy of their presentation and submit a printed copy in class. 6. The paper must be authored by the HRMT 301 students to be graded. 7. To assist you in preparing your paper please review Chapter 2 in your text, as well as the supporting chapter’s Powerpoint slides. I also encourage you to visit the Ontario Human Rights web site at http://www.ohrc.on.ca and/or The Ontario Ministry of Labour web site at: http://www.labour.gov.on.ca/english/ for assistance too. 8. You must conduct secondary research and cite a minimum of 3 different sources utilizing standard APA format...
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...your learning team, including yourself (please use the Collaboration Guide on the next page for a more detailed description of each category). 4 = Excellent 3 = Good 2 = Fair 1 = Poor 0 = None Learning Team Evaluation Form | TeamInvolvement (Active and substantively involved in the team discussion) | TimeManagement (Supported team timeline) | Establishing and Following Guidelines (Helped to define and adhere to the goals, roles, and responsibilities of the team) | ProfessionalCommunication (Communicated clearly and professionally) | Team Contributions (What did each team member contribute to the assignment? What value did that contribution add to the completed assignment? ) | Collaboration Comments (Please include any comments describing why each person received the collaboration score that you gave them.) | | score | score | score | score | comments | comments | Self Score (Susan Call) | 4 | 4 | 4 | 4 | 4 | Worked well with all timelines with team. Led in two weeks including putting together our final PP. | Team Member (Erin Kelley) | 4 | 4 | 4 | 4 | 4 | Excellent at editing. She came through even though she was in the hospital, great team member. | Team Member (Ashanti PriceName) | 2 | 1 | 2 | 1 | 2 | Weak team member, poor on communication, delayed the team more than once. Low contributions. | Team Member (Tracy Perkins) | 4 | 4 | 4 | 4 | 4 | Excellent Team leader and good contributor. She was a pleasure to work with. | Team Member (Marla...
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...A major advantage a team has over an individual is its diversity of resources, knowledge, and ideas. However, diversity also produces conflict. As more and more organizations restructure to work teams the need for training in conflict resolution will continue to grow. Varney (1989) reports that conflict remained the number-one problem for most of the teams operating within a large energy company, even after repeated training sessions on how to resolve conflict and how to minimize the negative impact on team members. One reason for this may be that mangers and other leaders within organizations are not giving the issue of resolving conflict enough attention. Varney's research showed that although most managers are aware of disagreements and have received training in conflict resolution, they seldom assign a high priority to solving conflict problems. With this in mind, it is critical that team members possess skills to resolve conflict among themselves. Conflict arises from differences. When individuals come together in work teams their differences in terms of power, values and attitudes, and social factors all contribute to the creation of conflict. It is often difficult to expose the sources of conflict. Conflict can arise from numerous sources within a team setting and generally falls into three categories: communication factors, structural factors and personal factors (Varney, 1989). Barriers to communication are among the most important factors and can be a major source of...
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...single aspiring entrepreneur, or small team, doing the investigation and due diligence for their business idea. This stage can be as short as a few months or can last years. Research indicates that if an idea is not turned into a going concern within 18 months, the chances of a start-up fall dramatically. Start-up stage – This stage usually covers the first two or three years and is the riskiest stage. It requires the drive of a lead entrepreneur. The level of sales reached varies widely but typically ranges between $2 million and $20 million. High-growth stage – This stage is characterized by a continually increasing rate of growth or the slope of the revenue curve. It is in this stage that new ventures tend to exhibit a failure rate exceeding 60 percent. Maturity stage – This is where the company is no longer fighting for survival, but rather remains at a steady level of profitable growth. Stability stage – This is the last stage. 2. Describe what is meant by “team” philosophy and attitudes. Why are these important? A team’s priority is to work together to succeed. Managers are more concerned with overseeing tasks, goals, and roles rather than the current status of the organizational chart of the office. Teams should start with a philosophy and a set of values. The key to team building is core philosophies, values, and attitudes mostly to share the wealth and ownership with those who create it. A strong team is usually the difference between a great...
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...» THE HIGH-PERFORMANCE ORGANIZATION BEST OF HBR 1993 It w o n t surprise anyone to find an article on teams by Jon Katzenbach and Douglas Smith figuring into an issue devoted to high performance. While Peter Drucker may have been the first to point out that a team-based organization can be highly effective, Katzenbach and Smith's work made it possible for companies to implement the idea. In this groundbreaking 1993 article, the authors say that if managers want tomakebetterdecisionsaboutteamsjthey must be clear about what a team is. They define a team 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 and Smith discuss the four elements - common commitment and purpose, performance goals, complementary skills, and mutual accountability - that make teams function. They also classify teams into three varieties - teams that recommend things, teams that make or do things, and teams that run things - and describe how each type faces different challenges. The Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith I arly in the 1980s, Bill Greenwood What makes the difference between a team that performs and one that doesn't? (d a small band of rebel railroaders )n most of the top management of Burlington Northern and created a multibillion-dollar...
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...Case Study Essay: Big Energy Sally Johnson is a member of the management team of XYZ Energy, a major government-owned energy company. Following a high-profile corporate sales process, XYZ Energy was bought by one of its private-sector competitors, Big Energy, for a record price. XYZ Energy was successful company that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYZ Energy management team was well respected by employees. A large majority of staff worked hard throughout the lead up to the sale to support the process and support each other. Although morale was not high, it was better than had initially been envisaged when the sales process was announced, the staff were extremely proud of the value they had built up for the company, and it was felt that Big Energy must see significant value in the existing processes and systems of XYZ Energy, as well as in their customer base. The core business structure of both companies was similar, not surprisingly given they both operated in the same energy retailing market. For example, both companies had marketing, commercial, operational and trading department, and each one of these areas was represented on the companies’ management teams. XYZ Energy also had a strategy department, which Sally Johnson managed. At the...
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...sector’s increasing demand for services and year on year reductions to funding have created a perfect storm. Wider public sector reform has created greater opportunities for collaboration and integration but in the short to medium term austerity is set to continue and may even accelerate. With constant change becoming the new norm in terms of our service delivery there has become a need to ensure we have an effective management structure to support this. Following the appointment of a new Director felt it appropriate to review the most senior management in the organisation, resulting in the reduction of the senior team from nine to seven. Out of the seven a total of four of the senior team are relatively new in post and with all this change there has been an obvious shift change in the leadership style. Whilst styles are obviously forming along with adapting to new team dynamics there has been more of a focus around engaging more effectively within the workforce and bringing people along with the changes rather than these feeling forced. The previous Director approached things completely different taking a more directive / consultative style. An example of this would be his blog. This was made available on our internal intranet and was updated regularly but this only informed us of what he wanted to say and his thoughts about what was going on in the organisation, it didn’t really provide an opportunity to comment or influence any of the decisions being made. The new Director...
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...collateral. In a team-based organization, the communication process is typically less structured and more informal since a traditional organizational structure tends to be rigid and a team-based structure is more flexible. For example, the team may use social media technology, including a wiki, blog or forum, to share information, make announcements and report status updates. Bureaucracy may hinder creativity and innovation. A manager in a traditional organization typically makes decisions without consulting her subordinates. In a team-based structure, the leader typically seeks the participation of team members and conducts brainstorming meetings to gather information. Depending on the kind of decision, time and resources available, job tasks, work environment and impact, the team approaches the decision-making process differently. This includes identifying individuals who need to participate in discussions and strategies for choosing alternatives. In a traditional organization, a manager usually schedules and leads meetings. She sets the agenda and controls the flow from one topic to the next. In a team-based organization, team members are usually empowered to call meetings on their own. Additionally, people may report to more than one manager in a matrix structure and attend multiple meetings on the same topic. In a team-based organization, participants may not work in the same location and web-based conferencing software can be used to enable the team to interact using...
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...motivate the team and secure their commitment and recognise the impact of organisational politics and personal interests. Scenario Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:- You are a senior manager in a business unit of a medium sized enterprise, with functional management and organisational leadership responsibilities. You have responsibility for all aspects of the performance management of your team and its contribution towards the achievement of business goals. Please select and research an organisation of your choice to identify its approach to performance management. Provide brief details of your research in a summary of between 200 and 250 words, this should not be counted in the suggested word count. Use the results of your research to answer the tasks below. Task 1: Describe a performance management process for ensuring that responsibility for delivering strategic objectives is shared throughout the organisation. Use a practical example to illustrate how team performance links to organisational objectives. Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each. Assess their value then in...
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...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 8) Which is correct? a) A BAFO normally comes before a RFP b) An ITT normally comes before a RFI c) A RFP normally comes...
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