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Employees are more productive and efficient when they have a stake in the outcome of the company, not just a financial stake, but pride in their contributions, and all employees should contribute to more than the desk that suits their job title. When employees participate as consultants and contributors in their own work and the work of others, that’s when they realize the value of their own positions. Personal pride, rather than responsibility and accountability should always be the underpinnings of the team approach to conflict management. Responsibility and accountability will follow. Bibliography lists 2 sources. jvTemDev.rtf
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and all employees should contribute to more than the desk that suits their job title. When employees participate as consultants and contributors in their own work and the work of
others, thats when they realize the value of their own positions. Personal pride, rather than responsibility and accountability should always be the underpinnings of the team approach to conflict management.
Responsibility and accountability will follow. Masters, Albright & Irr (2003) state that the areas that apply to a viable conflict management system include
peer-to-peer, peer-to-manager, buyer-seller, and department-department negotiations. In order to bring this about, they state, each employee must be trained in the process of negotiating "contracts" with others. (Masters et al.,
2003, 118). Negotiations should also be handled by principles, in other words, teams responding to certain areas of the company. Additionally, all people working to resolve conflicts should have their
focus on the bottom line. One teamwork model that can be applied to the area of conflict management is the Vayanos (2003) model.
In this model, which each employee contributes to the overall good of the company. Under this model, an overseeing management person is placed in charge of implementing the training program
and for overseeing the conflict management program, generally. However, actual conflict management team members would change to meet the particular needs at hand. For example, if a conflict arose in
manufacturing, the negotiation team members would be comprised of all stakeholders, such as the employee exhibiting the conflictive behavior, one or more direct peers, a manager from another business unit
(BU), a peer from another BU, the manager from the stakeholders BU, and the representative for manufacturing in Human Resources (HR). Since the structure is responsive to a particular situation,
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