High Performance Teams Research Paper by Champ

High Performance Teams
This paper discusses the importance of teams and teamwork within a business and looks at problems in the creation of high performance teams.
# 99031 | 3,445 words | 19 sources | MLA | 2007 | US
Published on Oct 28, 2007 in Business (Management) , Business (Applied Operations) , Business (Human Resources)


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Description:

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."

Sample of Sources Used:

  • Adair, J.E. and Thomas, N. (2004). The Concise Adair on Teambuilding and Motivation. Thorogood. London.
  • Amason, A.C., Thompson, K.R., Hochwarter, W.A. and Harrison, A.W. (1995). Conflict: an important dimension in successful management teams. Organizational Dynamics, Vol. 24 No. 2, pp. 20-35.
  • Barsoux, J. (1994). Start slow, end fast. Management, p. 12.
  • Beech, N. and Crane, O. (1999). High performance teams and a climate of community. Team Performance Management. 5, 3, pp. 87-102.
  • Cannon-Bowers, J.A., Tannenbaum, S.I., Salas, E. and Volpe, C.E. (1995). Defining competencies and establishing team training requirements. in Guzzo, R. and Salas (Eds), Team Effectiveness and Decision Making in Organisations, Jossey-Bass, San Francisco, CA, pp. 333-80.

Cite this Research Paper:

APA Format

High Performance Teams (2007, October 28) Retrieved September 18, 2020, from https://www.academon.com/research-paper/high-performance-teams-99031/

MLA Format

"High Performance Teams" 28 October 2007. Web. 18 September. 2020. <https://www.academon.com/research-paper/high-performance-teams-99031/>

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