| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "TEAM PERFORMANCE": |
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Cultural Diversity and Team Performance, 2006.
Examines the effects of demographic characteristics and cultural diversity on group and team performance.
953 words (approx. 3.8 pages), 5 sources, APA, $ 33.95
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Abstract
In today's sports, business, academic and other professional environments, conventional wisdom suggests that demographic and cultural diversity contribute positively to enhanced performance by groups or teams. Recent research suggests, however, that while diverse skills and abilities may in fact enhance group or team performance, demographic diversity (e.g. differences among team or group members in language, cultural, referential, or social background) may detract from it. This paper explores factors that make a group into a winning team, as well as analyzes both positive and negative effects of demographic characteristics and cultural diversity, on group and team behavior and performance.
From the Paper
"As demonstrated, then, within research; current events, and popular culture alike, demographic and/or cultural diversity either may or may not enhance a team's or a group's performance, depending on the group or team itself; its members; its management and/or other influences; and its shared values, goals, and philosophies. Diversity of skill and ability, research shows, is in general more likely to enhance group or team performance than is cultural diversity."
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Team Performance, 2007.
An analysis of the benefits of effective leadership for team performance in organizations.
1,888 words (approx. 7.6 pages), 6 sources, MLA, $ 60.95
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Abstract
This paper discusses teamwork and leadership issues as they relate to organizations. It compares teamwork in organizations to teamwork in sports and discusses how it is important for effective management in both scenarios. It describes the positive effects that effective leaders can have, such as enhancing internal morale and motivation. The paper concludes by listing ten areas that should be stressed in winning organizations.
From the Paper
"In the 1980s, Thomas Peters and Robert Waterman wrote In Search of Excellence, which listed eight common themes that they considered were responsible for the success of chosen corporations. These pointers were, and continue to be, just as important for any team venture including athletics. The important aspect is that effective leadership in any organization seems to be the major cause of increasing the organization's productivity and upward positioning. Leadership and organizational culture are tightly intertwined, and leaders must have a thorough understanding of the identity and impact of the company's culture to communicate and put into effect new missions and inspire follower commitment to that mission."
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Team Performance, 2008.
An account of a group's performance during various team building activities.
1,242 words (approx. 5.0 pages), 5 sources, APA, $ 42.95
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Abstract
This document reviews a group or team's performance during its interaction while completing a course with the University of Phoenix. The paper relates that the team performed remarkably well in spite of being geographically dispersed and being required to rely on a diverse set of solutions and applications in order to complete the course requirements.
Outline:
Abstract
Learning Group Assessment
Introduction
Team Profile
Challenges
Leadership
Team Leadership
Social Dimension
Communication processes
Communication methods
Effectiveness
Performance Measurement
Knowledge/Skills Inventory
Improvement Opportunities
From the Paper
" With the rise of teams and the use of team decision-making practices, as well as project management teams, both in the corporate world and in the academic environment challenged to produce more effective employees, new strategic methods of making these groups effective have been the objective of the business world. One great leap forward in improving team interaction and effectiveness which this and other teams have been making more use of are IT related technologies that, "tap into the intelligence expertise of team members"(Kerber & Buono, 2004, para.5). These IT solutions that rely on the backbone of the Internet such as email, newsgroups, and other conferencing type solutions are nothing more than software designed to facilitate communication and knowledge transfer between team members or employees in an organization and we have developed our team's competencies to a high degree in order to make full use of these solutions. While often utilized as a method to integrate team members in a virtual team environment: "a Web-based groupware application on the company's intranet that allowed asynchronous conversation threads as well as posting of documents, links, and surveys"(Kerber & Buono, 2004, para.11), these solutions are effective in any application because they facilitate communication across a commonly utilized medium in any organization or institutions such as the University of Phoenix which is the common PC. Team leaders and members can employ these IT enabled solutions as a method to conceptually tie team members together into a more cohesive unit and, at the same time, to more effectively monitor communication and progress within the team's mandate and that is what we as a group have accomplished."
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Group to Team Performance Issues, 2008.
A discussion of how individuals can become team players.
1,182 words (approx. 4.7 pages), 4 sources, APA, $ 40.95
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Abstract
This paper discusses how groups of individuals can become highly effective team members within a team environment. Particularly discussed are group demographics in terms of interpersonal conflict. Also discussed is the role team management plays in developing team performance and character. Finally, the observation that working individuals can no longer be competitive in the highly globalized environment in which most organizations now find themselves is made.
Outline:
Group Management for Performance
Group Demographics & Interpersonal Conflicts
Conclusion
From the Paper
"Perhaps one of the most important aspects of team management is knowing and having a cognizant understanding of what factors are involved in the ultimate success of a team prior to beginning the selection process for team members: "...factors that lead to successful team outcomes: clear goals, appropriate leadership, organizational support, suitable tasks, and accountability"(May, 2003). These are all measures that can be taken and decided prior to considering the composition of a team. These factors are important to not only have in mind but to have completely accounted for prior to selecting team members because they actually prevent and/or solve many common issues that arise during a project involving teams and team work. Formulating clear goals allows team members to conceptualize exactly what is being asked of them, while assigning appropriate leadership provides team members with a reliable outlet to address concerns and issues. Additionally, assigning the appropriate organizational support informs the team and its management structure that the organization and executive management is fully behind the project and that the team is not destined to failure for lack of resource commitment. Further, provisioning of suitable tasks ensures that the project will progress as necessary and that the task will be more easily assigned to the appropriate team members once team selection begins. The follow-up and accountability of these tasks ensures that team members are being held accountable to perform adequately and equally within the context of the project."
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Approaches to Team Based Performance Appraisals, 2006.
A study of 360 degree evaluation, a new team-based appraisal system.
7,000 words (approx. 28.0 pages), 85 sources, APA, $ 157.95
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Abstract
This paper is a research-based study on the newest methodology in team based appraisal, called 360 degree evaluation. The paper addresses the pro and cons of this new system, in which employee and manager simultaneously evaluate one another. The author of this paper begins with an overview of the literature on approaches to appraisal and performance review. Then the paper details the role of 360 degree evaluation within personnel assessment and explains why the system developed and what needs it addresses. The paper concludes with the author's opinions on the future usefulness of 360 degree evaluation and its applications in a variety of work forces.
Abstract
Introduction
Review of the Literature
Discussion of Assessment and 360-Degree Feedback
The Downside to 360-Degree Feedback
Future of 360-Degree Feedback
From the Paper
"The database at University of California San Diego, Human Resources Department, "Overview of Performance Management", states that the evolution of the concept of performance management as a new Human Resource Management model reflects a change of emphasis in organizations away from command-and-control toward a facilitation model of leadership. This change has been accompanied by a recognition of the importance to the employee and the institution of relating work performance to the strategic or long-term and overarching mission of the organization as a whole. Employees' goals and objectives are derived from their department's, which in turn support the mission and goals of the University."
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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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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
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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)."
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High Performance Work Teams, 2004.
An analysis of high performance work teams and their effectiveness in improving productivity and performance.
6,437 words (approx. 25.7 pages), 25 sources, MLA, $ 149.95
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Abstract
This paper discusses the impact of high performance work teams. The paper presents research in the field of understanding self-managed work teams and their effectiveness in improving productivity and performance. The research indicates that there are two schools of thought. The first indicates that high performance work teams can be influential in improving the productivity and the profitability of the organization. The second shows that executive management and associated governing bodies have to constantly monitor team performance. The paper explores organizational values and culture, assessing that both can affect the manner in which self-managed teams are created and operated. The paper contends that different ways of decision making, trust and mutual respect, and levels of team member accountability can also help improve the morale and performance of the team.
Outline
Chapter 1: Introduction
Chapter 2: Discussion
2.1 Developing and Supporting HPWT in Manufacturing
2.2 HPWT and Multinational Organizations
2.3 Impact of HPWT in Implementing Lean Management Concepts
2.4 HPWT and Six-Sigma
Chapter 3: Conclusion
From the Paper
"High Performance work teams (HPWT) are generally implemented in an organization as a way of improving and increasing work skill and worker flexibility while at the same time offering a forum by which the work can be trained and developed at all times. (Thompson, Baughan, & Motwani, 1998) Self-managed teams are defined as teams that maintain a high degree of collaboration. These teams manage their operations and agendas with a focus to make themselves high performing. There are many advantages and challenges to using teams in organizations. Organizations are moving to flatter and more dispersed structures. These structures are better suited to team working. There are also many internal factors; for instance, the microenvironment of the organization that also needs to be analyzed prior to setting up teams within an organization. Teams have their own individuality and style -just like people. And, local culture and values can also play a significant role in the creation and operation of teams. In a global environment, and with many organizations having operations in more than one location and country, high performance work teams are no longer restricted within a set geographical boundary."
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High Performance Teams, 2005.
An overview of how a group develops into a high performance team and considers the pros and cons of diversity within a group.
968 words (approx. 3.9 pages), 1 source, APA, $ 34.95
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Abstract
High performance teams are in high demand in today's society. Most organizations are striving to establish high performance teams throughout their company to improve business and customer satisfaction. This paper discusses how a group can become a high performance team. It also examines the impact of demographic characteristics and cultural diversity on group behavior and how these can either contribute or detract from high performance teams.
Table of Contents:
Abstract
Introduction
What is a High Performance Team
Impact of Demographic Characteristics on Group Behavior
How Diversity Contributes or Detracts from a High Performance Team
Conclusion
References
From the Paper
"Individuals join groups for a number of reasons. Being a member of a group provides a sense of security. Individuals feel stronger, more powerful and resistant to threats when they are a part of a group. Individuals also join groups in order to accomplish goals. There are instances when it takes more than one person to perform a task and the pooling of ideas and opinions is required to achieve the goal at hand. A team is a small group of individuals who's members work actively together to achieve a common purpose and hold themselves mutually accountable for the outcome. Teams exist in all types of organizations and are becoming more and more common. The goal for managers now is to turn teams into high performance teams that are able to function well in any setting. Members of high-performance teams must have the ability to come to resolutions quickly and accomplish the tasks at hand. "
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Characteristics of High-Performance Teams, 2005.
A look at why high-performance teams impact the dynamics of a group.
1,018 words (approx. 4.1 pages), 5 sources, APA, $ 36.95
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Abstract
This paper discusses the characteristics of high-performance teams and how a group can become a high-performance team. Included is an examination of the impact of demographic and cultural diversity on group behavior. Diversity in culture and demographic characteristics can be a source of friction and conflict or be one of the team?s greatest strengths. A group can become a high-performing team by understanding how cultural and demographic dissimilarity influences group behavior. High-performing teams leverage their diversity for competitive advantage.
From the Paper
"A variety of definitions have been offered to describe the concept of a team. One widely used definition is that ?A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable." (Katzenbach & Smith 1992 cited in Managing Team Performance) High-performing teams present an ideal operational model. High-performance teams deliver results and deliver them faster."
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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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How a Group Can Become a High-Performance Team, 2005.
A look at the elements required to build a successful, professional, and high-performance work team.
1,177 words (approx. 4.7 pages), 5 sources, MLA, $ 40.95
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Abstract
This paper points out that, while it is important that members of a high-performance work team be knowledgeable and skillful in their positions, the degree to which those members can work harmoniously and cooperatively together is equally important. The paper also discusses the role that effective team management plays in building high-performance teams, as well as what management can do to actively promote successful work teams.
From the Paper
"Of course, the skills and knowledge possessed by every member is also important for a team to become high-performance. Although it is among the foremost factors, however, it must be paired with good work relationship and good work collaboration. A member who possesses good skills and wide knowledge would be a useful element to a team if he can share his strengths to his team colleagues. It is incorrect to have a notion that having skillful and intelligent team members is already enough to make a team to work right. This belief is the reason why most teams, despite of the competent members they have, fail to achieve their goals. It must be regarded that the existence of knowledgeable members in a team must be complemented with cooperation. A team should establish one common goal. This is the most general slogan that successful teams adhere to."
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High Performance Teams, 2005.
A discussion into the organizational development of a high performance team.
1,125 words (approx. 4.5 pages), 3 sources, $ 44.95
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Abstract
This paper discusses how a group can become a high performance team through the processes of structured management, vision and attention to employee needs. The paper also discusses the impact of demographic characteristics on group behavior, as well as examining these two elements in relation to their impact on the high performance team. The paper is significant in understanding organizational development.
From the Paper
"Organizational Development and the High Performance Team Introduction There are many elements within the organization that can have an impact on the individuals that are employed, the management that is concerned with overseeing business processes, and the culture that is developed over time. High performance teams often function to provide an efficient element within the organization that creates its own set of values and goals, coinciding with the larger organization. These teams can be impacted individually in the same manner as the larger organization, and each team can be affected differently with regard to cultural diversity, group behaviors, and demographic characteristics. The High Performance Team A high performance team can be created within the organization through leadership that defines roles, and allows members to share in the responsibility of the growth of the organization."
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Building High-Performance Teams, 2005.
Considers how to build high-performance teams through diversity and empowerment.
690 words (approx. 2.8 pages), 5 sources, APA, $ 23.95
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Abstract
This paper considers how to build high-performance teams through diversity and empowerment. It looks at why teams are an integral part of most organizations and concludes that downsizing and re-engineering has led to an environment where employees at lower levels are performing increased decision-making tasks.
From the Paper
"Teams are an integral part of most organizations in today's business world. Companies realize that having workers make decisions the same level as the work is performed results in better decisions improved ..."
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