| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "PROJECT TEAMS LEADERS": |
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Project Teams and Leaders, 2003.
An examination of the development of project teams and project leaders.
3,101 words (approx. 12.4 pages), 34 sources, MLA, $ 90.95
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Abstract
This paper discusses how companies today are expected to compete globally, meet ever-improving standards and increase profits, but often with fewer people and fewer resources. It looks at how in order to meet these seemingly impossible goals, organizations have begun to develop project teams. Teams are not considered to be groups, but a combination of people who come together for a common purpose or objective. It analyzes the four development stages of successful teams, forming, storming, norming and performing and how project teams can have numerous advantages if they are properly formed and the project is successfully carried out. It also evaluates the array of difficulties can arise once teams are produced which can prevent teams from reaching the performing phase of the project.
From the Paper
"The team discusses the responsibilities and expected outcomes in the storming phase of the project. This may also be called the concept phase. The storming phase consists of different techniques to discuss what upper management is looking for from the team and how the team can accomplish the given tasks. ?Brainstorming is usually the easiest way for the group to identify issues, create options for the given project, and identify impacts the project may have on the organization? (McMahon, 2002, p.65). Brainstorming can be free form, silent, structured, or virtual. Free forming allows the group members to literally shout out ideas, while a facilitator then writes down all the ideas. The group then sorts the ideas into different categories. Silent brainstorming consists of each participant writing down an idea on a large ?sticky note? and posting it on a board for everyone to see."
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The Team Leader, 2006.
This paper examines the role of the team leader in the workplace.
799 words (approx. 3.2 pages), 7 sources, MLA, $ 28.95
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Abstract
This concise paper details the criteria for choosing a productive and competent team leader. The writer contends and explains why a team leader must be a good role model to his or her staff. This paper stresses the need for positive motivation on the part of the leader as well as the material and emotional elements, such as rewards and compliments, which encourage the team members to perform at their best. The writer also explores the negative personality traits of a team leader which can result in the overall failure of the team.
From the Paper
"A team leader must be a good role model to his members. He must demonstrate the sense of the term "team" - that is, to work together selflessly and to achieve the goal out of every member's contribution. A team leader must serve as a bridge between his members. He must consider every member as a unique individual whose individuality can provide gain to the team. Moreover, he must promote equality among his members. Also, it is a very essential quality of team leader to have a good sense of open communication with his members. He must provide continuous team information to his members, such as team status, to make the whole team updated. It is also ideal for him to have self-acceptance, such as during instances when members provide valuable suggestions, or when he did something wrong."
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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
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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."
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Communication in a Project Team, 2002.
This paper discusses the use of communication strategies in a project team.
2,400 words (approx. 9.6 pages), 8 sources, $ 89.95
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Abstract
The author establishes that the best way to communicate in a group today is through the use of the Internet, and other computer-based technologies. This way, remote members of the group can be reached. There is nothing as effective as Web-technology in today's project management that could span nations.
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"Effects of Leader Role, Team-Set Goal Difficulty, Efficacy and Tactics " by Durham, Knight and Locke, 2000.
A Summary and assessment of the study on effective leadership.
1,800 words (approx. 7.2 pages), 1 source, $ 63.95
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From the Paper
"Human Resource Management and Team Effectiveness: An Article Summary
Introduction
This research summarizes the article ?Effects of Leader Role, Team-Set Goal Difficulty, Efficacy, and Tactics on Team Effectiveness? by Cathy Durham, Don Knight, and Edwin Locke. The summary is presented in relation to the following elements: literature review, hypotheses, method, analysis, and conclusions.
Literature Review
The study, the results of which were reported in this article, examined the relationships between leadership role, team goals, and team tactics, as independent variables, and team effectiveness, as a dependent variable. Concepts from..."
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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
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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."
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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
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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."
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Project Management and Globally Distributed Work Teams, 2000.
A discussion about the importance of global teamwork, what it is, the challenges global teams face, and what is required for effective teamwork.
1,664 words (approx. 6.7 pages), 6 sources, $ 54.95
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From the Paper
"The globalization of the world?s economy has increased the need for project managers and project management professionals, and methods and tools that can be used in more than one country or geographic location. Multi-lingual Project Management (PM) professionals are in increasing demand. Multi-cultural issues exist on more and more projects that include organizations and participants from multiple countries. Global corporations need project managers and project team members who have international experience and often a global perspective. As more companies attempt to broaden their horizons internationally, companies are aligning themselves not only across business units but also across geographies and cultures. Global teams are playing a pivotal role in guaranteeing the success of these enterprise-wide initiatives. Members of these formed global teams are required to possess the multinational sensitivity, the cultural diversity and shared vision to motivate local buy-in to the project ? whether infrastructure technology or new business processes to drive down operating cost or increase revenue."
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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
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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. "
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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
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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."
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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
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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.
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Team Management, 2004.
Examines the task of managing a special projects team in an organization.
675 words (approx. 2.7 pages), 0 sources, MLA, $ 23.95
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Abstract
This paper examines the task of managing a special projects team in an organization, and the special challenges this poses including the unstructured nature of the work, and the needs to manage individuals who may have more technical expertise than their manager.
From the Paper
"I am in charge of a team of individuals. We are required to provide a variety of analytical reports and quantitative analysis to the organization. I have been assigned to both manage and lead this team. My specific responsibilities include recruiting new team members assigning work, managing projects, delegating work, evaluating work performed and dealing with individuals that have more technical expertise in specific areas than I do. One of the key challenges I face involves evaluating the quality of their work before it is seen ..."
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Peer Software Development Teams, 2006.
An analysis of the Peer Software Development Team structures that have become popular amongst organizations.
675 words (approx. 2.7 pages), 2 sources, $ 26.95
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Abstract
This document discusses the Peer Software Development Team structures that have risen to prominence in some organizations. These peer based teams are smaller in size than the traditional project team structure and are far more adaptive. The paper further discusses how, because the size is limited and because of innovations in the structure such as the Scrum method where teams and individual team members can delete, add or manipulate tasks anywhere in the development cycle, these peer team structures are directly aligned with the market and the customer/end-user requirements.
From the Paper
"Peer Software Development Teams (PSDTs) are a component of Agile Development methodologies which has become project management of choice among innovative organizations because its flexibility and results oriented focus. Many companies, such as Microsoft, have committed to Agile Development methodologies such as the Scrum method which is one of the most important PSDT expressions of community based innovation (Taft, 2005, para.3). Agile Development methodologies empower programmers to program rather than constraining them by traditional project management constraints and PSDT techniques ensure that the benefit of combined skills and talents are utilized in a team environment without saddling the individual programmer with the excessive structures that traditional project management techniques often do."
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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
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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."
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