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Essay / Research Paper Abstract
A 3 page paper discussing process and quality improvement among T.A. Stearns’ offsite programmers and what the company should do about it. A member of a group of four programmers has developed a technique that increased the group’s efficiency to the point of needing only three programmers, rather than four. The paper recommends that Stearns move the developer of the technique to subsequent groups to seek out similar efficiency-enhancing measures, allowing Stearns to benefit from the original group’s gain in productivity without penalizing the developer of the method allowing the group’s improvement in productivity and quality. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgOrgBeCa2.rtf
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Unformatted sample text from the term paper:
The manager of a group of four offsite programmers (i.e., telecommuters) for tax accountant T.A. Stearns has learned that the group has developed a method of accomplishing their work much
more efficiently than in the past and with a higher level of quality than they had attained before their efficiency improved. The manager is unsure of what to do
with this newfound knowledge. The company has an incentive program that encourages employees to make cost-saving suggestions that can gain them a cash award, but the developer of the
time-saving method chose to share his work only with his team members, swearing them to secrecy. The method increased efficiency so dramatically that it became evident that the company
would need only three offsite programmers rather than four, and each of the team members wanted to preserve his position with the company. Diagnosis
The manager faces a double-edged situation. On the one hand, he could take pride in the fact that the people reporting directly to him have been so creative
and innovative, qualities that every organization needs to seek out among its employees. He also can take pride in the fact that the "created" team has truly become a
team that works together and is comprised of individuals committed to the success of the team. On the other, the manager needs to
decide how to handle the fact that the originator of the method chose to cloak his creation in secrecy. Other workgroups in the company could benefit from the technique
as well, but no one can benefit from information not shared. The programmers were aware of the suggestion incentive program, but decided that
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