| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "PART TEAM": |
|
|
To Be Part of a Team, 2007.
The paper explores the theory of social loafing and its causes and outcomes.
1,503 words (approx. 6.0 pages), 5 sources, MLA, $ 49.95
»
Click here to show/hide summary
Abstract
The paper discusses how social loafing is a theory that has gained popularity in the past decade as researchers performed studies that proved its existence. The paper relates how it was shown that when a person became part of a team, that person exerted less effort than if that person would have worked individually. The paper explains that this evidence is valuable to the workforce as it demonstrates a social concept that contradicts the current "teamwork is the best approach" attitude. The paper analyzes a study that was conducted in retail establishments nationwide to test this theory's basis. The paper provides solutions to reduce the impact and incidence of social loafing which could save significant amounts of money for companies across the globe.
Outline:
Introduction
The Chosen Study
From the Paper
"As one of the strongest studies ever conducted when it comes to the topic of social loafing, the research team showed conclusive evidence that when people are grouped together to accomplish a task, the individuals of the group put forth less of an effort than they would if they were working independently of each other(Swain, 1996).
"It also indicated that rewards and punishments had little if any impact on the incidence of social loafing in the workplace. This is an important piece of information as managers nationwide work to raise production, morale and sales within their companies."
| |
|
Team-Creation and Team-Building, 2004.
This paper is an extensive discussion of the use of teams for organizational operation and management in both the public and the private sectors.
35,210 words (approx. 140.8 pages), 102 sources, APA, $ 249.95
»
Click here to show/hide summary
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
Functional Teams
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."
| |
|
Teams and Team Work, 2007.
This paper discusses the relationship between motivation, group dynamics and team leading.
4,701 words (approx. 18.8 pages), 11 sources, MLA, $ 121.95
»
Click here to show/hide summary
Abstract
The paper shows how motivational techniques have a positive impact on the functioning of groups as well as on the process of team leading. The paper discusses the expectancy theory regarding the theme of motivation. The paper looks at group dynamics and focuses on the five stage model of forming- storming- norming-performing and adjourning. The paper explores leading teams and the need to create effective teams.
Outline:
Abstract
Purpose
Background
Approach
Limitations
Motivation
Group dynamics
Team leading
Recommendations
Conclusion
From the Paper
"The contemporary tendencies in the field of business impose the use of teams and team work in order to render companies more competitive and more successful. Human resources have become a strategic asset for any organization, regardless of its filed of action. Under these circumstances, the importance of a coherent functioning of teams within a company has become fundamental. The direct implication of this fact is to be found in the area of motivation. The expectancy theory provides a complex analysis instrument from this point of view, helping us to understand the relation between the expectations that people have and the amount of effort that they would be willing to make in order to achieve a goal. In addition, the rules of efficient team leading and the control of group dynamics must be underlined as being relevant for the successful running of business."
| |
|
Team building, 2008.
This paper discusses the benefits of team building as well as how to select team players, team expectations and dealing with team problems.
1,050 words (approx. 4.2 pages), 10 sources, APA, $ 36.95
»
Click here to show/hide summary
Abstract
Have you ever had a problem that you could not solve? Maybe if you presented the problem to a team this would help. This paper examines the advantages of building a team, team members responsibilities, and the expectation of the team. It shows how important it is to ensure that the team for any specific task is comprised of members who are knowledgeable and possess the required skills needed to carry out the task.
I - Team Building
II - Is a Team Needed?
III - The Benefits of Organization
IV - Selecting Team Players
V - Team Expectations
VI - Problems with Teams
From the Paper
"Striving to meet organizational goals enables a team to reach their goals. Performance of a team in any organization is largely dependent on its members, their visions and goals, their individual performance, their willingness to work with each other and their desire to make the project a success. This is sometimes referred to as a group process and can be defined in teams to three maintenance behaviors - open communication, supportiveness, and conflict (Bottom & Baloff, 1994)."
| |
|
Technimanagement Report: Teams at Texas Instruments, 2002.
Discusses the concept of the work team and the use of work teams at Texas Instruments.
1,400 words (approx. 5.6 pages), 7 sources, $ 53.95
»
Click here to show/hide summary
Abstract
The concept of the work team has grown in its application in the past decade. This discussion analyzes the use of work teams at Texas Instruments (TI). All TI employees receive team training to prepare them for work as team members. However, teams are only developed when they are the most appropriate solution to the problem-at-hand. Most importantly, TI is committed to self-directed work teams not simply work teams.
| |
|
High-Performance Teams, 2005.
Explores the attributes of high performance and defines a model for superior team development within organizations possessing similar geographic, diverse, and resource allocation metrics.
4,658 words (approx. 18.6 pages), 15 sources, MLA, $ 120.95
»
Click here to show/hide summary
Abstract
This paper begins by discussing the characteristics of a high-performance team. Next, an examination of the organizational effects, as well as, team dynamics and external influences is evaluated. Further, the paper explores the high-performance team, discussing its importance related to organizational success, loyalty, and longevity. In addition, this research paper focuses on current motivating team factors, and the evolution of high-performance team organizational philosophies.
Outline:
Abstract
Statement of the Problem
Research Question
Significance of Study and Organizational Benefit
Research Design and Methodology
Characteristics of a High-performance Team
1.1 Defining the High-Performance Team
1.2 Evolution of the High-Performance Team
1.3 Differences Between High-Performance Teams and the Traditional Grouping of Logical Skill Sets
2. High-performance Teams Require High-performance Personnel
2.1 The Importance of Selecting the Right People
2.2 Establishing the Criteria for Staff Selection
2.3 Matching Skill Sets With Roles, Responsibilities, and Assignments
2.4 Understanding Diversity and High-Performance
3. Team Environment
3.1 Why Collaboration and Professional Dialog are Important?
3.2 Aligning Risk Taking with Management
3.3 Understanding Various Techniques to Promote Team Dialog
3.4 Why is a Collaborative Project Team Environment Important
Transformation to a High-Performance Team.
4.1 The Importance of Defining High-Performance Project Team Goals
4.2 What are the Methods Used to Gain Team Members' Commitments
4.3 The Importance of Strategic Leadership on High-Performance Project Teams
5. Organizational Benefit Derived from High-performance Teams
5.1 Organizational Reputation and Public Perception
5.2 Organizational Loyalty
5.3 Increased Organizational Success
5.4 High-Performance Team Influence and the Traditional Team Concept
6. Summary /Conclusion
References
From the Paper
"Finally the high-performance approach helps \managers spot opportunities for what Andrew Grove, in his book High Output Management calls leverage. By broadening the attention to include action strategies that maximize ability and support in the work settign (the more tangible of the performance factors), the high-peformance approach shows manager how to gain a substantial spillover impact on effort (the more tangible of the factors), the high-performance approach show managers how to gain a substantial spillover impact on effot ( the least tangibile of the factors). When people have the necessary abilities and support to do their jobs, it is likely that feeligns of personal competency will provide a lot of motivation to work hard and do these jobs well. However, in spite of the significant positive impact of HPWSs, only about 13% of American companies have actually implemented HPWSs (White, 1994), and even then, there is little research on the impact of HPWSs in the service sector. "
| |
|
Evolution of Teams in the Workplace, 2005.
Examines the evolution of teams and team leadership in the past half a century.
675 words (approx. 2.7 pages), 4 sources, $ 26.95
»
Click here to show/hide summary
Abstract
Arguably, the development and evolution of the team paradigm in the modern workforce is the greatest management development in the last fifty years. The paper shows that the team paradigm has literally meant that businesses no longer treat individual workers as cogs in a larger machine or even relegate workers to secondary status behind expensive machinery and new technology. Instead, the team paradigm has proven to be most effective at not only motivating the human side of any business, but also in helping businesses in all fields maintain a competitive edge in an increasingly complex economic climate.
| |
|
Barriers to Team Integration, 2008.
This paper discusses what teamwork means and what kind of barriers cause inefficiencies in team integration within US companies.
2,111 words (approx. 8.4 pages), 11 sources, MLA, $ 66.95
»
Click here to show/hide summary
Abstract
This paper assesses teamwork within a company context. The paper states that people are surrounded by others and, even more, they form distinct groups; practically, teams are parts of everyone's life, as they live within family teams, staff teams, church, school, community and even work teams. Specifically, this paper looks at the role teamwork plays with the employees of big companies who tend to have better professional results when practicing effective teamwork. Also, this paper looks at how effective and efficient teamwork goes beyond individual accomplishments and how the most effective teamwork is produced when all the individuals within the team harmonize their contributions to work towards a common goal.
From the Paper
"Under these circumstances, it is important for the person who wants to become part of an American company to be opened minded and able to accept other vision of things than that he or she currently has; from the same perspective, the members of an American teamwork should really take into consideration the values upon which their society is built and accept and treasure the multicultural dimension. This is a characteristic not all nations in the world have and, therefore, should be treated with a special consideration, as it can bring many advantages, such as the accumulation and use of different experiences."
| |
|
Project-Based Team Building, 2007.
An analysis of effective management of project-based team building for the success of an organization.
2,163 words (approx. 8.7 pages), 5 sources, APA, $ 67.95
»
Click here to show/hide summary
Abstract
This paper discusses the importance of team building and specific team roles within an organization. The paper describes ways that effective team building can occur and discusses how, when selecting a team, organizations should consider the individual member's skills and abilities, experiences and history, but also the diversity of the team and the ability of team members to work effectively with one another. The paper concludes by suggesting that performance evaluation is also necessary to assess the efficacy of team measures and processes.
Table of Contents:
Literature Review Team Building
Team Roles and Strengths
How To Choose a Project Team
How to Change the Current Functional Management Structure to Carryout Project
Conclusions/Discussion
From the Paper
"Much of the research examined suggests that while participative management and leadership is essential to good team functioning, it is not necessary for achieving a teams goals and ensuring team efficiency (Biech, 2001). In the current functional management structure the organisation is still dominated by hierarchical lines of authority. While a team based approach may encourage more participative management, hence empowering teams, it is not the ideal structure for facilitating maximum success in projects within the organisation."
| |
|
Teams and Teamwork, 2002.
A discussion of the basics of team management and the basic concepts and theories of team behavior within business organizations.
1,242 words (approx. 5.0 pages), 3 sources, MLA, $ 42.95
»
Click here to show/hide summary
Abstract
This paper provides an insight into the psychology of team work and management and how they can be applied in the business environment. It discusses how team accomplishments and goals are the result of synergy or the achievement of an effect which is larger or greater than the output of one person individually. It examines the three known or discussed types of teams: work teams, naturally formed work units doing common operational duties within the organization, task teams, brought together to work on a specific task or project and management teams, drawn from people who direct operational business units . It looks at undesirable outcomes such as social loafing and conflicts and discusses the criteria for team member selections.
From the Paper
"Group processes directly impact the choice of team member selection and required result. The desired team outcome is synergy when planning group structure and goals. Unfortunately, social loafing can occur so planning team leadership strategies before the team conducts their first meeting is imperative. Team member strengths and abilities are assessed prior to selection allowing for the correct member selection. Many teams have failed because of lack of support or the inability of the team to carry out their mission."
| |
|
Team Work, 2008.
Discuses project planning in a team environment.
1,170 words (approx. 4.7 pages), 7 sources, APA, $ 40.95
»
Click here to show/hide summary
Abstract
This paper discusses the important aspects of team work, including leadership and the fact that a genuine team must have a common goal and must work together to achieve that goal. The paper also discusses the advantages of working in a team and briefly looks at team work in a corporate setting. The paper concludes by outlining the benefits to be gained from team work.
Table of Contents:
Value of Teams
Characteristics of a Team
Leadership
Pros and Cons
Teams at Work
Solutions
Conclusion
From the Paper
"In any environment there are the good and bad qualities. The cons of team work do exist, but most of them are due to more personal, selfish reason. One major con is that in a team environment you do not have as much self recognition as you would if only one person completed the task. For selfish reasons some people crave the recognition of completing tasks a lone rather than in a team setting. They may believe that they might get promoted faster completing things a lone and getting all of the recognition rather than sharing it with a team."
| |
|
High Performance Teams, 2007.
This paper discusses the importance of teams and teamwork within a business and looks at problems in the creation of high performance teams.
3,445 words (approx. 13.8 pages), 19 sources, MLA, $ 97.95
»
Click here to show/hide summary
Abstract
In this article, the writer notes that obstacles between various business units are being broken down by reinventing and streamlining various business processes. The writer points out that the aim is to create work flows which are horizontal in nature so that one can see a reduction in vertical work flows. Business teams are at the central point of these new horizontal work flows. The writer discusses that although teamwork has shown to produce dramatic results, building successful team structures, particularly at the primary level, has shown to be a problem for many companies. In this paper the writer synthesizes the challenges and barriers to creating high performance teams composed of outsourced and non-outsourced resources.
Outline:
Introduction
Challenges in Creating High Performance Teams for Non-Outsourced Resources
Challenges in Creating High Performance Teams for Outsourced Resources
Understanding of Team Background and History
Participation with the Team Members
Proper Communication
Cohesiveness
Constructive Atmosphere
Setting up of Adequate Standards
Lack of Understanding of Structure and Organization
Conclusion
From the Paper
"Barsoux writes that cultural differences strongly influence team performance. For instance, workforce in Germany believes that trust is about keeping one's word. Dependability is considered equivalent to trustworthiness. Meeting deadlines and promises is considered to be vital for building trust. If a project is not going to be completed upon the given time and date, then it is expected that this news is given in advance so that the other alternatives can be considered. However, in United States consistent eye contact is considered to be a strong indicator of trust. It shows respect and sincerity towards others. In India and Pakistan, on the other hand, eye contact indicates aggression towards another person. Therefore, managing cultural differences are a huge challenge in this global economy."
| |
|
Virtual Teams Management, 2002.
Examines the technology needed to facilitate virtual teams and what unique managerial features this set up entails.
5,712 words (approx. 22.8 pages), 16 sources, APA, $ 137.95
»
Click here to show/hide summary
Abstract
This paper answers the following questions: What are some of the challenges unique to managing virtual teams? What are common causes of failure in virtual team arrangements? How does a manager create a sense of team among people who spend little or no time in the same physical space? What can managers do to foster successful virtual teams?
Table of Contents
Abstract
A day in the Life of a Virtual Team
What is a Virtual Team ?
Challenges in Managing Virtual Teams?
Globalization
Managing Workforce Diversity
Dealing with Temporariness
Causes of Failure in Virtual Team Arrangements?
Battling Remoteness
Overcoming Communication Obstacles
Tackling Geography
Technology Challenges
Leveraging the Differences
Addressing Division of Labor
Successful Virtual Teams Management
Building Trust
Isolation
Building Cohesion and Team Identity
Summary
Works Cited
Other Works Consulted
From the Paper
"A day in the life of a virtual team If you were to spend a day watching a virtual team in action, it might look something like this. Joe, a sales representative managing a five-state territory, began his day in Atlanta, which is over 600 miles from his home office and over 3000 miles from corporate headquarters. Upon leaving his first meeting of the day, he was asked to return the following day, first thing in the morning, to present to executive management. There was only one hitch. In an effort to get executive management to the meeting, Joe promised that the presentation would include existing customer satisfaction testimony, a live demonstration of how the products would effectively solve their technical operations issues, a walk through of a return on investment analysis, a discussion on deployment timeframes, and that there would be time for Q&A with management and developers at the end of the meeting. Joe also had three more meetings to get to that day before he could start to prepare for the next morning."
| |
|
Building a High Performance Team, 2005.
A look at what is necessary to build a team that performs optimally as a unit, and together with other teams in the business operation.
1,125 words (approx. 4.5 pages), 2 sources, $ 44.95
»
Click here to show/hide summary
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 team functions 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)."
| |
|
Virtual Teams, 2005.
An overview of the concept of virtual teams and their application to a beer company .
900 words (approx. 3.6 pages), 11 sources, $ 35.95
»
Click here to show/hide summary
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. "
|
|
|
