Here is the synopsis of our sample research paper on Building an Effective Technology Support Team
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Essay / Research Paper Abstract
This 5 page paper discusses some of the factors that are involved in building an effective IT support team, as well as problems that can arise from a personality clash. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: D0_HVBildIT.rtf
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Unformatted sample text from the term paper:
world. This paper considers what it takes to build an effective IT support team. Discussion IT teams are vital, but they have to be put together carefully so that they
will perform at peak efficiency. The reason is simple: "Effective teams perform better. They get the job done quicker with fewer mistakes. And they enjoy themselves while they do their
job, which ultimately leads to increased productivity, greater loyalty and a higher retention of employees" (Moreira, 2003). The task of building an effective support team falls to the IT manager
and Moreira suggests that there are four steps to the process. The first step is getting to know the team members; effective team building is more than "driving people toward
a common goal" (Moreira, 2003). There is a social component to team building that makes people want to be part of it (Moreira, 2003). In addition, a team leader who
understands what drives each member will be more effective in knowing what incentives to offer and how to work with the team. The next step is to identify the roles
and responsibilities of each of the team members, beginning with the role of the leader (Moreira, 2003). It is a good idea, Moreira says, for the leader to provide the
team with a written statement of his/her management philosophy, expectations of the team, the way in which the leader plans to support the team, and how the members can best
gain the leaders support (Moreira, 2003). After make sure that the team members know what the leader expects, and what they can expect from him, the leader should then "clearly
identify the roles and responsibilities of each of the team members. This eliminates overlap in responsibilities and ambiguity of whose job it is to do what" (Moreira, 2003). If team
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