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Essay / Research Paper Abstract
A 5 page paper comparing the methods by which teams are formed in the East and in the West. The Asian approach is a more vertical one than that practiced in the US today, while that in the US remains much more horizontal. Culture accounts for less difference than would be expected. Each approach can have its places of usefulness, but the fact is that there are more complaints of incompatibility in Western teams than in Asian ones. Bibliography lists 8 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtTeamUSasia.rtf
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Unformatted sample text from the term paper:
Prophetically, Laver (1991) wrote that "If Saturns revolutionary approach yields the desired results, it could become a model for struggling manufacturers across North America" (p. 46). Perhaps it
could have. That Saturn no longer exists; it was cannibalized by a post-Smith General Motors several years ago. Saturn lost its vision and suffered some other problems that
should not have been overlooked, but its approach to team building and participatory management still stands as an example that US team-builders need to absorb.
Saturn practiced an Asian-style approach to team building and management, one that has fallen by the wayside for the most part, but one that still needs to be
considered in todays US businesses. The Asian approach is a more vertical one than that practiced in the US today, while that in the US remains much more horizontal.
Culture accounts for less difference than would be expected. US Team Building The word on teams today is that they are necessary;
they are valuable; and they need to be constructed. Construction of a Web team serves as an example of how many teams are composed today. Constructing the Web Team
Web team is to define a vision for the work that the Web team will produce, recruiting team members from those areas deemed
to be critical to its operation and success. The primary criterion for success is that the team consist of people possessing appropriate technical expertise in each functional area.
Berry (2001) notes a dilemma in choosing a leader for the team. Of course the purpose of a direct-selling business unit is to
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