Abstract The paper explains why so many CIOs fail in aligning their strategic IT plans to business objectives. The paper looks at how the entire process of creating, editing and finally seeking feedback and execution of the IT plan requires a set of skills the CIO doesn't typically use. The paper discusses the use of transformational leadership and transactional leadership. The paper concludes that implementing a successful strategic IT plan depends on the CIO creating successfully functioningcross-functionalteams, using effective transformational leadership strategies and infusing a sense of ownership into the plan across departments.
Outline:
Executive Summary
A CIOs' Emotional Intelligence and Cross-functionalTeam Performance
Summary
From the Paper "The role of cross-functional teams is primarily to intensely focus resources, processes, and people for the completion and project schedule for a strategic IT plan. The logic of cross-functional teams is that the varied members of the team, each from a different functional area or in larger organizations, specific disciplines including engineering, marketing, manufacturing, operations, and service can be more effective in accomplishing the many synchronized and often complex tasks in developing a strategic IT plan that supports their specific business goals and objectives."
Tags: transformational, transactional, leadership, cross-functional, teams
This paper explores the relationship between project manager emotional intelligence, transformational leadership and team success in cross-functional product development.
Abstract The paper explains that the effectiveness of project managers in a team environment is directly linked to their emotional intelligence (EI) and corresponding ability to create an environment of transformational leadership in their organizations. The paper shows how transformational leadership styles, supported by a strong set of EI precepts, values, behaviors and approaches to interacting on cross-functionalteams, does deliver significantly stronger results over time.
Outline:
Summary
The Generational Shift in Valuing Emotional Intelligence
Emotional Intelligence Theories
Evaluating Team Leadership and Emotional Intelligence
Transformational Leadership and its impact on Cross-FunctionalTeams Summary
From the Paper "Early theorists often remarked that knowledge of and strategizing over the emotions of workers was tantamount to manipulative management practices, and that emotions were to be controlled first by the individual. The beginnings of EI were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were to be controlled by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940)."
Abstract This paper considers training and development for a virtual team concept for a beer company expanding operations in Italy and Germany, noting how the team concept has become more common in recent years. It looks at how it has been used with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, with teams serving to improve coordination and cooperation, empower people, direct creativity and innovation and cut costs.
From the Paper "The move by this beer company to expand operations in Italy and Germany will follow the virtual team concept and requires particular emphasis on training and development, especially with reference to the creation of virtual teams. Italy and Germany are selected for their particularly advanced status as countries with strong brewing culture and so with an already-trained workforce for this sort of expansion. Longenecker and Neubert (2000) note how the use of teams has become more common in recent years and has been seen with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, and so on. Teams serve to improve coordination and cooperation, empower people, direct creativity and innovation, and cut costs. "
Reviews A. De Jong, K. de Ruyter and M. Wetzels' research article 'Linking Employee Confidence To Performance: A Study Of Self-Managing Service Teams' in a 2006 issue of the "Academy of Marketing Science Journal".
Abstract This paper explains that De Jong, de Ruyter and Wetzels (2006), in their research article 'Linking Employee Confidence To Performance: A Study Of Self-Managing Service Teams', review the specific variables, which can impact the overall performance of self-managed teams (SMTs). The paper points out that De Jong and coworkers argue that what occurs at the individual level clearly has repercussions for how the team operates and how effective they are at performing their job. By providing a direct link between team performance and clear quantitative measures, this research codifies the importance of internal team development in improving outcomes for the organization. The paper relates that, while the focus of this research is not the internal dynamics that lead to team efficacy, there is strong support for these identified quantitative factors, which are needed to create team efficacy and improve organizational outcomes.
Table of Contents:
Author's Main Point
Conducting Research
Personal Experience
Comparison of Ideas
From the Paper "The results provided in the investigation suggest that team efficacy had a positive impact on both customer perceived service quality and financial performance of the team. In short, team efficacy was important for bolstering customer satisfaction and the overall performance of the team. Placing these results in the context of personal experience, it seems reasonable to argue that I have experienced this in practice. As a member of a cross-functional team, I have found that that ability of individual members to effectively contribute to the team is essential to how it performs."
Tags: individual efficacy, group potency, service delivery, cross-functional
Abstract This paper explores the characteristics of high power work teams in the business environment and treats issues of leadership, communication and power conflicts. In the paper, group decision-making processes are viewed as a crucial dimension of successful work teams.
From the Paper "This paper explored the characteristics of effective high-performance work teams together with the imperatives for the effective leadership of such teams. Participation, empowerment and trust are key elements in building an effective high-performance team. The purpose of this paper is to explore the requirements for the development of a high-performance work team that will be effective and that will be well led. High-performance work practices increasingly are a focus of management attention."
Tags: work team, business, cross-managed, self-functional
Abstract The purpose of this paper is to discuss how teamwork can be facilitated through training, programs, empowerment and communication. It looks at the advantages of self-directed teams and the need for continual feedback and performance results.
From the Paper "Many successful organizations have disregarded the structure of a traditional hierarchical setup in favor of employees working together in self-directed teams. Teams are composed of employees with varying levels of expertise to provide interaction support mutual problem solving and ongoing learning. Teamwork becomes important especially in the newly competitive environment of business in which the synergy of knowledge and competence of individuals come together to create innovative conditions. Some organizations now have customized training ongoing education plans sometimes called employee development plans ..."
Abstract The paper states that organizational theorists have stressed that it is essential to have representatives from every department to redesign a company's transformation process. No matter how strong the talent within each department, every individual sector of the company will inevitably be subject to some degree of tunnel vision. The paper emphasizes that every department will believe that its own field of specialty and the paradigm through which it views the current market, as well as the company's future, is the most important one. The paper states that organizational decisions regarding customer demand or pricing cannot be confined to the expertise of individuals from the department directly responsible for making specific decisions. When an entire organization is being restructured, the change must be comprehensive and holistic, not simply directed by one vocal group of people.
Outline:
What conflicting objectives might you anticipate from each area?
What are the advantages and disadvantages of using a cross-
functionalteam in redesigning a company's transformation
process?
From the Paper "So why do conflicting objectives between departments in an organization undergoing the same crisis ensue? Take the concept of "lead time," or the number of months or years it takes to get a car into production once a company has frozen its basic design (Einstein, 2002:2) Operations might want to reduce this time as much as possible, but marketing might want to keep the time plan more flexible, so alterations can be made in the car's style to reflect sudden changes in demand, like a sudden desire for smaller or more fuel-efficient cars because of a spike in gas prices. Finance and accounting departments might be pleased at the revenue saved through lead time reduction, but might also be resistant to acquiring new types of machinery to make production more efficient, for fear that such efforts may not pay off in the recent bottom line."
Abstract This paper presents a literature review to evaluate how managers can increase the likelihood of individual development plans (IDP) attainment on the part of subordinates, in conjunction with looking at how to maximize the odds of high performance subordinates attaining IDP-based objectives. The paper explains that the accumulated research that is included in this review led to the development of a proposed IDP Attainment Model which seeks to create a high level of consistency and trust between managers and subordinates to ensure IDPs can be attained over time. This model is illustrated in this paper and demonstrates how how critical it is for any manager responsible for assisting their subordinates to be developmental in focus. The paper includes color graphs.
Table of Contents:
Introduction
Correlating Manager's Emotional Intelligence (EI) to IDP Attainment
Transformational Leadership and its impact on IDP Attainment in Teams Introducing the IDP Attainment Model
Conclusions
From the Paper "Transformational leadership theory does not isolate or otherwise place on specific leadership style in a vacuum or in some type of isolation. Rather, this leadership approach focuses on the implications of transformational strategies across the full gamut of leadership styles. Continuing on, this theory consolidates all leadership behaviors into one of three types, with the first being transformational. The second, more traditional type of leadership is transactional. Transactional leadership involves rewarding workers for good performance (and conversely punishing workers for poor performance) and includes the fundamental tenants of McGregor's theories of motivation and management."
Abstract The paper relates that Halliburton has grown globally to encompass services that both nations and governments rely on to extract and process oil, natural gas and other resources. The paper explores Halliburton's strategic planning objectives at different levels within the company.
From the Paper "Halliburton Corporation began in 1919, beginning with well-site services and products, and eventually moving into engineering project management and the natural resources, specifically oil reservoir management. Since its founding, Halliburton has continued to expand globally into specific regions of the world where strategic natural resources, foremost of them, oil, are being prospected for, extracted, and processed from in-ground reservoirs. The initial business model of Halliburton as a result has also grown globally to encompass services that both nations and governments rely on to explores, extract, and process oil, natural gas, and other resources. Halliburton has found it profitable to move into wellbore isolation, stimulation isolation, and cement squeezing operations, all critical technologies the company relies on for completing large-scale projects."
Abstract This paper reviews what it means to be part of a group or a team in a business environment and how the individuals in the group or team work together, as well as how that group or teamfunctions and coordinates with other groups and/or teams within the business as a whole. This paper discusses the necessary actions when building a team that will function well collectively, and with other teams in the organization.
From the Paper "In business, it is not enough to have a group, or even groups, of employees. To have a successful organization, it is necessary for those groups to operate as part of the whole. These groups must work toward the same goal, both with the group members they are assembled with, and also with the other groups within the organization. This paper is intended to discuss the process of building a team that will function well both internally and externally, with other teams in the organization. Groups and Teams Defined What is the difference between a group and a team? Both words are used to describe a collection of people, after all. According to Dictionary.com, the word "group" is defined as "an assemblage of persons or objects gathered or located together; an aggregation," of which may or may not be related to each other in some way (2005a)."
This paper discusses group functioning and the locus of control, a measure of an individual's belief about whether or not he or she controls the rewards and punishment he or she receives.
Abstract This paper relates that the locus of control does impact the way a person experiences and functions as part of a team. The author points out that this functioning depends on the characteristics of the team and whether they fit with the qualities of the individual. The paper states that an effective team requires a mix of individuals with an internal locus of control and individuals with an external locus of control.
From the Paper "One author describes individuals with an external locus of control as being "harder to motivate, less involved in their jobs, more likely to blame others when faced with a poor performance evaluation, but more compliant and conforming and, therefore, easier to lead". These aspects all impact on how an individual with an external locus of control will experience a team. The difficulty in motivating and the lack of involvement in their jobs is a quality of individuals with an external locus of control that can be either helped or hindered by placing them in a team."
Abstract This paper explains that the American Red Cross is one of the first organizations, which comes to mind when there is an emergency or disaster, a need for training in health and safety procedures or blood donations. The author points out that most all of the activities and processes performed by the American Red Cross are monitored and measured; leaders are responsible for documenting and reporting the sources of funding and donations. The paper relates that American Red Crossfunctions on different levels; chapters located throughout the United States function independently, are granted the ability to provide service in its given area and report to their regional office who in turn will report to the National Office.
Table of Contents
Formal Statements of the Organization
Work Environment
Slogans and Sayings
Role Modeling, Training and Teaching
Motivating Employees
Stories and Legends
Organizational Activities, Processes and Outcomes
Reactions to Crises and Incidents
Workflow and Organizational Structure
Selection and Replacement of Employees
Conclusion
From the Paper "The American Red Cross staff consists of both paid employees and volunteers. They pride themselves on the importance and recognition of their volunteers. For every paid employee there is a volunteer counterpart on every level of the hierarchy. When looking at candidates, several different areas are considered. The individual must be flexible with his or her time, must be able to work in teams, have a history of working with people and want to help people. Volunteers go through the interview process and evaluation process just as a paid employee does. Volunteers are also subject to the same disciplinary action and termination action if necessary."
Abstract This paper examines how the membership and involvement of groups is a primary element in almost every aspect of life, both positively and negatively influencing individuals. It looks at how individuals come together to form groups for a variety of reasons, both personal and professional and how these groups include the formation and function of sports teams. It focuses on groups and their relationship with amateur sports teams. First, the sports team as an effective group is discussed, followed by team leadership development and a discussion on team morale.
Abstract This paper discusses that teams go through various stages of development and changes based on the environment and the task to be undertaken. The paper points out that teams have problems of their own, problems that can ruin or seriously hurt the organization. The paper stresses that methods of decision making, trust and mutual respect, and the level of team member accountability can help improve the morale and performance of the team.
Table of Contents
Introduction
History of Organized Labor and Teams Building an Effective Team Team Member Selection and Requirements
Team Development Stages
Characteristics of an Effective Team Decision Making in Teams External Factors in Team Dynamics
Performance and Rewards for Team Members
Organizational Environment
Organizational Structures
Organizational Systems
Organizational Knowledge
Organizational Values and Culture
Types of Teams Classification Based on the Environment for which the Team is Setup
FunctionalTeams Hierarchy Teams Organic Team Management Teams Classification Based on the Operational Tasks for which the Team is Setup
Work Teams Project Teams Focus Teams New Product/Service Design Team Classification of Teams based on the Control and Power Team Members Possess
Self-Managed/Empowered Teams Controlled Work Teams Classification Of Team Based On The Objectives For The Organization
Tactical Teams Problem-Solving Teams Creative Teams Learning Teams Classification of Teams based on Organization Representations
Teams from within the Industry (National/Global)
Teams from within the Organization
Global Diversified Teams Virtual Teams Classification of Teams based on the Studies by Researchers in the Field
Communication Needs in Teams Types of Communication
Mediums Used in Team Communications
Frequency, Volume and Value of Communication
Communication Goals
Managing Conflicts and Team Dynamics
Dissonance and Conflicts
Teams and Conflicts
The Work Environment and Conflicts
Culture and Conflicts in Teams Need for Controlled Conflict in Teams Types of Conflict
Conflict Management in Teams Team Leadership
Leadership based on the Team Classification
Leadership and Trust
Leadership Styles and Team Members Cognitive Abilities
Team Leadership Styles Displayed
Leadership in Global Team Settings
Motivating of Team Members
Social and Biological Impact on Motivation
Motivational Theories
Motivation and Learning Theory
Training of Team Members
Trust in Teams Conclusion
From the Paper "Blind trust can be very damaging for team members. This is especially important if the teams are not in close proximity or do not correspond and interact frequently. Teams and team members need to set up boundaries and limits to enable trust building between members of the team. When trust is broken, effective measures have to be undertaken to identify the reason for breaching the trust and the suitable "punishment" or reprimand that might be needed based on the situation."
Abstract In this essay, the writer discusses that conflict plays a significant role in social behavior within the scope of athletic teams. The writer points out that by nature, participating in team events inspires a competitive drive to succeed, one that may often inspire team conflict. In this paper, the writer provides an exploratory analysis of team behavior in order to determine what factors are most likely to inspire team conflict among team members and what criteria are best adopted by teams and coaches to resolve conflict. The writer concludes that this study may also reveal that team players that feel they experience increased pressure to perform or excel or those that have lower self-esteem may be more likely to engage in aggressive or conflict-inspiring behaviors than members who are more secure in their role.
Outline:
Introduction
Method
Research Design
Variables
Anticipated Results
Discussion
References
From the Paper "Multiple researchers have pointed out that team dynamics and the ability of a team to perform productively often fail when conflict arises within the group dynamic. Yet conflict is often considered an inevitable dynamic of group functioning. All coaches and team players will face team conflict at one point or another. The consequences of team conflict are wide ranging and may include: increased anxiety, inhibition of team performance, lack of appropriate skills training and strategy formation, and increased likelihood for burnout among team players."
