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Essay / Research Paper Abstract
A 16 page paper that responds to specific issues/questions. The first section reports a real experience as a team member and includes a discussion of the group's purpose, norms, group development process, and role sharing. The second section responds to the most important lessons learned in the class and explaining these to a high level leader. Two case studies follow: the Velena Scientific Corp and Burgess Industries. Each is analyzed and discussed in terms of effective or ineffective team functioning. Bibliography lists 6 sources.
Page Count:
16 pages (~225 words per page)
File: MM12_PGtmcs.rtf
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Unformatted sample text from the term paper:
as the project team leader, 2 employees to represent personnel, a manager and the accountant/bookkeeper. The team members were selected by the owner. The owner is a collaborative leader, thus,
the tone of the team was pre-established. As for the type of team this was, we would have to say it was a cross-functional, multi-level, semi-autonomous action team in that
the team was responsible for its own work schedule, task division, and meeting its goal. The specific goal was to develop and write a draft for the employee manual. This
draft would then be reviewed by the owner and by other employees. Following the review, a final document would be produced by the team. The team met twice weekly.
Even though collaboration was the normal operating mode, the team still needed to progress through team development stages to become effective and efficient. Those steps are called different things but
all the nomenclature comes down to these very old terms that were described by Tuckman and Jensen: * Forming - the time when the group first comes together. Most everyone
will be polite and hesitant to engage in conflict. Some individuals may be reticent about sharing their opinions (Tuckman and Jensen, 1977; McNamara, 2000; Steward, Manz and Sims, 1999). In
this particular group, only one member, the accountant, seemed reluctant to share opinions during the first two meetings. * Storming - at this stage, personalities begin to clash, people are
unwilling to concede their point and very little communication occurs because no one is listening to the others (Tuckman and Jensen, 1977; McNamara, 2000; Steward, Manz and Sims, 1999). This
stage did not last long with this particular group, everyone was focused on being successful with the task and on getting along with each other. Differing opinions did not result
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