Essays on Team Work and Synergy Case Study

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The paper 'Team Work and Synergy' is a great example of a Management Case Study. For the success of any organization or group, teamwork is a critical ingredient. Logically, a person can’ t be knowledgeable in all areas. This calls for a concerted effort by all individuals involved so as to ensure cohesion and smooth flow of information. Teamwork is the main reason behind the success strategy of any organization because responsibilities and development stages are shared among the organization team. Teamwork can be conceptualized as “ the work of a number of persons in close association as members of one unit” (Schiffman, 2004, p 17).

On the contrary, a distressing work environment is conceptualized as a situation where staff/ people work as individuals rather than a team. This report outlines the author’ s reflection about engagement with his team by indicating experience during the whole period. Moreover, I will state what I learned and their significance. In addition, the paper will examine various theoretical concepts on teamwork. 2.0 Experiences in the Team Lipman (2003, p. 26) posits that reflection is thinking that that is aware of its own assumptions and implications as well as being conscious of the reason and evidence that supports this or that conclusion.

Moreover, he notes that this thinking paradigm takes in to account methodology, its own procedures, its own perspective, and its point of view. Teamwork is about managing people (Armstrong, 2001, p. 13 & 14). In the group activities, I feel I did exceptionally well because I was able to develop close working rapport and teamwork. Based on my learning style of a hands-on person, I integrated into my group well.

Moreover, at the group level, my interpersonal skills and leadership style worked for me. I find it easy to give concrete examples to my team in order to resolve a situation. This works for me all the time and makes me gain greater influence and everyone sees how effective my ideas can be. To me, practically tackling the problem makes the tasks less difficult and the environment more appealing and conducive to getting good results. 2.1 Diversity Management In our team, I had mixed experiences most of these were positive experiences.

In the team, we embraced technical and soft skills of management like communication, leadership, diversity management, communication, knowledge sharing, and a good attitude towards team members. In overall observation the experience gained was good. One of the experiences that were evident in the team that went well was managing our diversity without affecting the quality of the group work. It is indeed true that in the group the first four people we had worked together initially, however, we had to new people in the group. Both of the individuals in this group had different backgrounds and the uniting factor was education.

Culture is defined as “ that whole complex which includes knowledge, belief, art, morals, laws, custom, and any other capabilities and habits acquired by individuals as members of society” (Tylor, 1871, cited in Jain, 2001, p. 212). 2.2 Consultation Approach Working in a team can be an exciting experience and at the same time a challenging engagement. The other significant team experience that molded one into a team player was consultation as an ingredient for teamwork. The consultation approach is a technical skill used by many organizations in the field of management so as to allow for idea-sharing.

The consultation concept includes how to conduct, describes, and discuss expertise ideas to maintain organization achievement (Kilburg, 2002, p. 76). During most of the meetings, as an individual, I was able to apply consultation concepts such as clarifying the problem and create sustainable solution in relation to our case study. For instance, is the person who proposed the topic, I allowed the group to interrogate it and see if it is workable.

References

Armstrong, M. (2001). Managing people: a practical guide for line managers. London: Kogan Page

Belbin, H. (2011). Method, Reliability & Validity, Statistics & Research: A comprehensive review of Belbin’s team roles. Retrieved on 7th June 2012 from: http://www.belbin.com/content/page/5596/A%20Comprehensive%20Review.pdf

Brim, R. (2012). A history of MBO, and recommendation for today’s manager. Retrieved on 7th June 2012 from: www.managePro.com.

Jain, S. (2001). International Marketing, 6th Edition. USA: South-western, Thomson Learning.

Kilburg, R. (2002). Shadow consultation: A reflective approach for preventing practice disasters. Consulting psychology journal, Vol. 54 (2), pp. 75-92.

Koontz, H. and Weihrich, H. (2008). Essentials of management: an international perspective. New Delhi: Tata McGraw-Hill.

Lipman, M. (2003). Thinking in education second edition. Cambridge: Cambridge University Press.

Morris, M., Porter, A. & Griffiths, D. (2004). Assessment in bloomin luverly; developing assessment that enhances learning. Journal of University Teaching & Learning Practice, Vol. 1 (2), pp. 90-106.

Robbins, S. P., Judge, T. A., Odendaal, A. & Roodt, G. (2009). Organisational behaviour: global and southern Africa perspectives. Cape Town: Pearson Education South Africa.

Schermerhorn, J. R., Osborn, R. N., Uhl-Bien, M. & Hunt, J. G. (2011). Organisational behaviour. New York: John Wiley & Sons.

Schiffman, R. (2004). Teamwork. Chiropractic Journal, Vol. 19 (1), pg. 17.

Study conclusion excerpt. Retrieved on 7th June 2012 from: www.wpi.edu/Images/CMS/SSPS/conclusion.pdf

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