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Essay / Research Paper Abstract
This 3 page paper looks at a case study and evaluates the difficulties and positive aspects of going from an ordinary environment to one that embraces teams. The example takes place in the financial sector but concepts may be applied to any business environment. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: RT13_SA331tm.rtf
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Unformatted sample text from the term paper:
difficult. Authors claim that while some members of a team have negative perceptions of themselves and see themselves as losers, others view themselves as winners (Stewart, Manz & Sims, 1999).
In their summary of the case study, authors equate power and knowledge and go on to explain the following: "Sometimes existing knowledge is invested in the supervisors or in technical
specialists, such as the Senior Clerks at IDS. People who currently have knowledge--the knowledge elite--may be reluctant to share it or facilitate making knowledge more widely diffused" (1999, p.67).
Here, authors explain what is a common problem during such a transition, where knowledge is relevant, but knowledge is also power. People who have been working in a particular
position for some time will not want to share everything they know, because that makes them less valuable. At least, that is how they perceive the situation. The firm will
of course encourage the sharing of knowledge so that they are not reliant on one, or a handful of, individuals to perform a function. Firms therefore to some extent desire
team players, and teams in general, because they provide the company with more flexibility and less reliance on specific staff members. This is true of any firm. However, in the
case study at hand, the team members were described as "knowledge workers" (Stewart, Manz & Sims, 1999, p.50). The organization itself (IDS) is actually a firm that does work in
the financial services industry and has been in existence for more than a century (1999). Hence, not only are the workers privy to specific knowledge, but they are found in
a rather conservative industry to begin with. The case study at hand involves case workers who provide financial services (Stewart, Manz & Sims, 1999). The transition that took place
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