Decisions in Paradise Business Scenario part III One my say the core of any organization is the staff of team members. However, team leaders cannot make a profit without the vital part of the business the team members. Team members can bring success or bring failure to the organization. While decision- making without planning is fairly common but it is often not a pretty site for an organization. Nik and Alex must make plans and keep focus on the plans to meet future goals of the organization. Ethical behavior keeps the stakeholder happy this helps avoid conflict and loss of revenue. Implementations of Motivational Rewards The Nik and Alex will seek majority of the team members from Kava, the culture of South Pacific ethnic groups, Asian (Chinese primarily), African, French, Spanish, and Americas. The different culture would be a plus for the team bring different languages together to help shape the organization into a global company. Offer a program of cross-language communication from team remembers. The team will offer a program of continuing education for team members since the average age of residents is 15years. Having educational programs paid by organization gives the team members an incentive to work for the organization. Another goal of the team leaders are employee motivation programs this is imperative to encourage team members to maximize their performance on the job. Kavas have a history of poor quality practices of labor laws. The team leader can offer a program if you have a good work performance review the organization will receive two extra days of paid. For example, give pay time off the team member can have use the time for cultural holidays, minor illness, family ... ... middle of paper ... ...rocess correctly and timely for a profit to the organization. A facilitator will concentrate on the vision of the organization and share with team members. Stakeholders are more commonplace in the management of the workplace than ever before. The Ethical behavior of the company can bring profit from Kava or can bring to devastation to the organization. Works Cited Chong. E, (2007). Role balance and team development: A study of team role characteristics underlying high and low performing teams. Journal of Behavioral and Applied Management, 8(3), 202-217. Retrieved June 10, 2010, from ABI/INFORM Global. (Document ID: 1279519781). The Decision-making Process….Identify the roles of different people (2010) retrieved May 13, 2010 from the Internet World WideWeb http://silvae.cfr.washington.edu/ecosystem-management/Decisionmaking.html#Step1
The purpose of this paper is to give a review of the book, The Five Dysfunctions of a Team by author, Patrick Lencioni and provide teams and team members with a sense of the strengths and weaknesses that can be used to make or break teams in certain areas. The following will give you a summary of Patrick Lencioni’s teamwork model and how it can be a road map for your team and your leadership skills.
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
(Conchie, 2008) One might get the impression that this might be a weakness and create lots of rigidity and a certain amount of conflict with in a team. However the belief theme leader places greater value on opportunities to provide higher levels of service than on opportunities to make money. They will strive to be fight for something not against it and the will unify people through these core values and enable people to see the broader picture. (Conchie,
Management is the strategic operation of any organization whether for profit or non-profit. The ideology of an organization is to sufficiently meet the objectives of the company, and if possible, set a remarkable standard in the market place. It is argued that, “the search for new information is a human capability, organization systems, processes, and incentives are encourage-able mechanisms; however, it is the manager and not the organization’s responsibility to be innovative” (Qiang, Maggitti, et al, 2013, pg. 894). The development and expansion of creditable managers points to individuals who are aware of the organization needs in reference to acquisitions, new products, interest to stake holders, and maximizing company profits. To achieve the desired outcome of these objectives, companies employ what is fundamental in catalyzing these goals; the necessity of a business plan. An organization is an entity in and of itself, henceforth, it strives to become reputable, to its employees, desiring credibility among its competitors, and customers. A good beginning for any company is to always have a unified interest in its objectives and customers satisfaction. Augmenting to this argument, is the responsibility of every company to be ethical in its operations, and contribute through social responsibilities to its environment. Henceforth, it is with consideration that the following criteria is implemented for effective management.
The seven different defining characteristics of a team are: having a shared goal, shared responsibilities, defined membership, authority for taking action to achieve the goal, interdependency of members, absence of independent sub-groups, and accountability to the larger group. The one I want to take time to focus on is the second defining characteristic of teams, shared responsibility. This characteristic is all about team members sharing in the success that the team has achieved and will achieved. When the group is successful everyone is capable and should take credit for that success. In the same way when the group fails to meet standards or the goal then the whole group is considered to have failed. No one individual can say they were successful if the group was not. Personal success is determined by the group success. This holds true even though our roles are different. People are given different roles in order to organize and manage an effective plan an all roles are consider valuable and necessary for success.
A considerable amount of literature has been published on teams and teamwork. These studies ..
Whyte, L. (2007). Effective Team Working. Retrieved from the University of Phoenix, Apollo Library Web Site on June 4, 2007. http:/www.apollolibrary.com
The forming of the team occurs in the first stage of team development. It is an exploration period where the team members will examine the function and the purpose of the team (Torres & Fairbanks, 1996). During this period, the group identity is limited and team members will have a strong dependence on the leader. The study of Moxon (1993) claimed that team members tend to rely on the group leader for direction. This is probably due to the reason where they are not really sure what to do and expect from the other team members. This period is often hard to bear with as there will be a lot of misunderstandings occur among the team members (Fraser and Neville, 1994). The study of Fraser and Neville (1994) also found that people seldom have the opportunity to choose and form their own teams. Most of the time, they are being appointed to take over the existing teams. Therefore, they tend to behave politely and withhold their true feelings in order to gain acceptance from the other team members (Moxon, 1993). Each member will try to avoid conflicts and serious issues in the team. At the same time, they will start...
Anne Nederveen Pieterse, D. V. (2013, June 1). Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation. Academy of Management Journal, pp. 782-788.
Keogh, Jack. "International Teams: Beyond Cultural Difference." www.jackkeogh.com. Keogh and Associate Consulting, LLC, n.d. Web. 6 May 2012. http://www.jackkeogh.com/Multicultural team article by JK.pdf
The journal article is titled “Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning” authored by, P. Christopher Earley and Elaine Mosakowski from Indiana and Purdue University respectively. The journal provides information on a study that was carried out to measure the impact of heterogeneity and performance of an international organization. The journal tests the relationship between heterogeneity of a team specifically on the issues of cultural differences and the effectiveness of such a team. The main argument is that transnational teams once they have successfully overcome the challenges of heterogeneity will create a certain culture that is unique to them through which effective evaluation and performance is achieved. This type of a culture that the team attains is referred to as a hybrid culture (Earley & Masokwoski, 2000). The journal therefore contains three studies that test the relationship between team heterogeneity and effectiveness.
There are several factors that are important if a culturally diverse business team is to flourish and realize its vast potential. Di Stefano and Maznevski (2000) claim that there are three imperative steps to achieving multicultural team success; namely, mapping the team; where the team members need to clearly understand their cultural differences in how they work and view success. This is often led by the team leader. Next, the team must bridge, that is, to communicate with one another, bearing in mind their cultural differences. Finally, the team must integrate, meaning that they bring together these differences and leverage on them to succeed.
Many models are used to assist in understanding various leadership concepts. The one discussed in this essay is designed to illustrate the process of moving from a vision to a strategic execution. This class has given us the aptly named, “From Vision to Execution,” model. This model takes the shape of an inverted pyramid with six stages; Vision, Team Building, Environmental Scanning, Strategic Intent, Calibration, and Execution. This model, and the paragraphs below, are intended to show the necessary steps to take a broadly defined vision, evaluate and assemble the appropriate resources, review and design a plan of attack, and ultimately bring the vision to life. Encompassing each step is the overarching issue of constraints. Constraints can, and will, manifest themselves each step of the way. As seen in our slides, constraints can be regulation and laws, shareholders, the Board of Directors, social pressures and sanctions, legitimacy, or possibly even the vision itself. It is critical that leaders know where they want to go, and have a roadmap for getting there. This model is that roadmap. While it is not all-inclusive of the many talents leaders must possess, it does reflect many of the talents the great ones had. To further illustrate the model I will incorporate many examples of distinguished leaders from videos and class (Jobs, Kelleher, Welch), rely on several articles (Isaacson, PWC, Schwarber, Quiznos), and reiterate some information from our slides.
Team members in effective teams know what is expected, what is most important and how their performance will be evaluated. The roles of each individual must be clear or effective teamwork may be difficult to achieve (NBRII, 2015). The characteristics of an effective team include clear understanding of the purpose, respect, trust and support, honest, good communication skills, respect and the ability to manage conflicts (University of Texas, 2015). In planning, the Belbin team theory categorises each individual into their team roles. Meredith Belbin identified nine roles: implementer, co-ordinator, shaper, plant, resource investigator, and monitor/evaluator, team worker, completer/finisher and specialist which was added in 1988 (Johnson, 2015). The strengths and weaknesses of each role are in Figure 1. Thus, according to Belbin, effective teams should include all or most of the nine roles. This categorisation ensures that all aspects within planning are being met and therefore, the best outcome of the project can be
A team is a group of people with a full set of complementary skills required to complete a project. Team members work toward a common goal. A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members. Team members not only need clear goals, they needs roles to help facilitate