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Essay / Research Paper Abstract
This 9 page paper considers how teamwork is a tool that is being increasingly used to access and create value from a company’s intellectual capital. The paper looks at the way teams have been used in the past and the current day to explore and create new ideas, to innovate and facilities efficient business practices. The paper looks at the theory and uses real life examples fo teamwork, including ICI and Shell to illustrate the points raised. The bibliography cites 8 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEdevteam.rtf
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Unformatted sample text from the term paper:
working together on the same goal or project, usually each having distinct parts of the task. The benefits of working in teams are numerous, there may be a faster pace,
a better range of skills enhancing or making possible the end result, bounded rationality may be overcome and in recent years there is the increasing use of teams to innovate
and add value to organisations. If we look at the use of teamwork there is that shift away form only the use of physical labour to models that use both
physical and intellectual labour with an increased emphasis on innovation and increased use of more remote of diverse teams. The input of even small teams can change the way an
organisation operates, and with the use of technology there is the facilitating if increased diversity within teams. If we look to the early use of teamwork, we can consider
the example of Shell, here two forms of teamwork may be argued as saving the company, the planners worked as a team to bring about change, but they did
this with the creation of internationally, geographically diverse teams. This project started in 1971 when the analysts predicted major changes in the steady growth but the organisation failed to change
so that it would be able to adapt. The planners were frustrated and their goals changed from planning for the future; "Our real target was the microcosm (the "mental model")
of our decision makers" (quoted in Mintzberg et al, 2003). To change this the scenario tool was used. Operations managers were asked allocated to teams, although they never actually met,
to consider a variety of situations and circumstances. They then projected the way they would manage and control the situation (Mintzberg et al, 2003). The planners did not need
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