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Essay / Research Paper Abstract
This 4-page paper discusses how high-performance (and high-functioning) teams are created. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MThighperf.rtf
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Unformatted sample text from the term paper:
way in which a company can remain competitive, especially in this era of globalization. There is more to creating high-performance teams, however,
then simply sending a mandate from the top. For one thing, the top executives have to have specific hands-on involvement with
creating the team (Adams, 2004; see also Wageman, 1997). In some cases, the management and company leaders need to come down to the staff level - at Medrad, for example,
the CEO spends time each month both answering customer calls and working the assembly line, to gauge challenges employees face and to understand ideas for improvement (Adams, 2004).
Additionally, in creating such high-performing teams, communication is paramount, as is empowerment. Southwest Airlines, for example, empowers its employees to make decisions on
the spot. This means the counter agent can solve any issues that come up at the counter, without having to bump it up to some higher decision-maker, This type of
attitude tends to make employees better and more efficient. High-performance teams know how to "own" their work and monitor their performances. High-performance
teams also have members who take responsibility for their efforts (the good and the bad). This means that instead of placing blame for failures, they take responsibility for them and
determine how to better operate in the future to prevent similar failures from occurring. These types of requirements work better in a
"flat" structure, however. Xerox, for example, was able to allow team members to own their work. The customer service units culture was that of working solo, most of the engineers
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