...“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. PART A 1. Question 1 A definition of groups and teams is contrasted within the views of three current authors in this report to provide a model for understanding the nature of groups and teams in organisations. It begins by defining the various types of groups and teams, reasons for their formation, and characteristics of groups and teams, a summary of objectives is defined. OBJECTIVES : 1. Describe the various groups in organisations 2. Stages of group development 3. Characteristics of effective work groups 4. Describing various teams that exist in organisations 5. Characteristics of effective teams Differences of the above objectives between the three authors will be clarified to determine an understanding of how each author arrives at concluding how groups and teams serve organisations. Authors: Stephen P. Robbins, Timothy A. Judge; Gibson, Ivancevich, Donnely, Konopaske; Andrew J. DuBrin. OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. VARIOUS GROUPS IN ORGANISATIONS P. Robbins, A. Judge define groups as two or more individuals, interacting and interdependent who come together to achieve particular...
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...VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary General Electric Co is setting out to apply considerable financial and technological innovation to the field of wind energy. James Lyons in charge of sourcing talent from around the world has the task of forming a team that is culturally diverse and innovative enough to design and research new techniques for developing alternative methods of harnessing wind energy. In question within this case study is the application of teamwork competencies to maximise efficiency and effectiveness in achieving specific outcomes for developing solutions. Different methods of effective group performance are discussed and elaborated upon as well as the interaction of the leader in establishing guiding principles in getting results. Contrasted within this report are the views and opinions of 3 different authors in defining group and teams within organizational behaviour, describing the various groups found in organizations, stages of group development, characteristics of effective work groups and teams. Factors that may be attributed to possible failure and the various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes are also discussed. OB in Action Case Study GE’s Global Virtual Team Wants to...
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...Title: Lord Ashcroft International Business School Effective Team and Performance Management Department: HRM, Organisational Behaviour and Tourism Module Code: MOD003554 Academic Year: 2012/13 Semester/Trimester: 2 Table of Contents 1. Introduction 3 2. Exclusive summary 3 3. Company's Background 3 4. Main Body 4 Nature of the Teams 4 Why do we join them? 5 What are teams, groups? 5 Formation 5 Personality 6 Social exchange theory 7 Belbin 7 Team cohesion 8 Concertive Control 9 Performance 10 Emotional Intelligence 12 Conflict 14 5. Conclusion 15 6. Recommendations 15 The List of References 17 The List of Bibliography 20 1. Introduction This report is designed to critically analyse positive and negative issues surrounding team dynamics and team formation that has occurred in the provided case study using appropriate theories and concepts such as team cohesion, structure, team norms/values and stages of group development. Furthermore, report will also evaluate the critical factors such as social loafing, team size, emotional intelligence and will summarise them introducing with the main ones which impacts effective team environment most. Moreover, recommendations will be proposed for change to occur in the team according to decision-making, leadership style and will explain...
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...Case Study Assignment No. ENG401-03-013-01: A Year of Water 1 2 Case Study What is a Case Study? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs to one-two pages) to short cases (four to six pages) and from 10 to 18 page case studies to the longer versions (25 pages and above). A case is not a problem. A problem usually has a unique, correct solution. On the other hand, a decision-maker faced with the situation described in a case can choose between several alternative courses of action, and each of these alternatives may plausibly be supported by logical argument. To put it simply, there is no unique, correct answer in the case study method. Good features Case study research excels at bringing students to an understanding of a complex issue or object, and can extend experience or add strength to what is already known through previous research. Case studies emphasize detailed contextual analysis of a limited number of events or conditions and their relationships. Researchers have used the case study research method for many years across a variety of disciplines. Social scientists, in particular, have made wide use of this qualitative research method to examine contemporary real-life situations and provide...
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...the semester. I am available basically when you need to meet. Sending an email may be the quickest way to reach me. Course Description This course will focus on the strategy and tactics needed for success in the international business environment. Strategic analysis will include the study of the economic, social, political, technological, and environmental settings of international business via text readings and case studies. Tactics will include completing a country-focused Political-Economic-Social-Technological (PEST) analysis and a company-focused Strengths-Weaknesses-Opportunities-Threats (SWOT) analysis. These skills will then be applied to a simulation in which teams develop strategies for selecting countries for market expansion and development. Required Texts 1. Global Business Today (6th Edition), Charles W. Hill (McGraw Hill, 2009) ISBN: 007338139x. 2. FOUR (4) Case studies ARE REQUIRED and available to download from Harvard Business School Press, Ref. Number: http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c22021. You will need to register first and use a credit card to download the cases. It is not permissible to photocopy another student’s cases: this is infringement of copyright and it is illegal. Highly Recommended: • There are also three (3) additional OPTIONAL readings available at the same Harvard Business School site. These readings will give you some background information on Japan (the focal company for the class project)...
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...Appreciative Inquiry as a Team Development Intervention: A Controlled Experiment Gervase R. Bushe Ph.D. Graeme Coetzer MBA Faculty of Business Administration Simon Fraser University Burnaby, BC, Canada V5A 1S6 (604) 291-4104 FAX: (604) 291-4920 email: bushe@sfu.ca An edited version of this paper was published in the Journal of Applied Behavioral Science, 1995, 31:1, 13-30 Gervase R. Bushe (Ph.D. Case Western Reserve) is Associate Professor, Organization Development in the Faculty of Business Administration, Simon Fraser University, Burnaby, BC, Canada, V5A 1S6. Graeme Coetzer (MBA Simon Fraser University) is a doctoral student in organization development in the Faculty of Business Administration, Simon Fraser University. Appreciative Inquiry as a Team Development Intervention: A Controlled Experiment ABSTRACT In a controlled laboratory experiment the effects of a team development intervention based on the theory of appreciative inquiry was compared with task oriented team development and lectures on group processes, outcomes and performance. 96 undergraduate students in two semesters of an introductory organization behaviour course participated in 4 person teams and had 13 weeks to complete a task worth 25% of each member's final grade. One third of teams received an appreciative inquiry intervention, another third received a task oriented team development intervention and the final third received a lecture on group...
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...motivation and a process theory of motivation and illustrate how they can explain actions of individuals in the case study Motivation refers to the factors either with in or to a person that stimulate enthusiasm and determination to chase a certain course of action. Often people confuse the idea of happy employees with motivated employees.these may be related but motivation actually describes the level of desire employyees feel to perfrom regardness of the level of happiness in management,motivavtion is the process though which mangers encourage employees to be productive and effective.these are the some of motivation theories 1. hierachy of needs theory 2. ERG Theory 3. Two –factor theory People are motivated by 5 steps of motivating which exist in a hierarchical order 1. Physiological 2. Safety 3. Love 4. Esteem 5. Self-actualization Vroom’s expectancy theory “Vroom was the first person to propose an expectancy theory aimed specifically at work motivation. His model is based on three key variables: valence, instrumentality and expectancy The theory is founded on the idea that people prefer certain outcomes from their behavior over others. They anticipate feelings of satisfaction should the preferred outcome be achieved” (Mullins, 2010) According to this case study person who reads can identify what are content theory of motivation and process theory of motivation. ...
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...M. AMABILE ELIZABETH A. SCHATZEL The Lumen and Absorb Teams at Crutchfield Chemical Engineering Realizing that his next appointment would be starting momentarily, Paul Burke hurriedly attempted to tidy up his somewhat chaotic desk. The meeting was going to include discussion of some troubling data he had recently received, and he wanted space for spreading out and making notations on the charts. It was April 2003, and Burke was in his sixth year as director of the Polymers Department in the Corporate Technology Development (CTD) division of Crutchfield Chemical Engineering (CCE), a large, international chemicals and fibers manufacturer. CCE was in the last stages of a companywide downsizing that had resulted in an 18% reduction in force over the past six months. At 52, Burke had seen a number of prior downsizings and other organizational upheavals in his years at CCE and other firms in the industry. He was well aware that, following such changes, employee morale and performance often suffered initially but soon rebounded. However, a recent Human Resources (HR) survey and his own observations had led him to become particularly concerned about drastic differences among his five research and development (R&D) teams in both motivation levels and performance. Wishing to reverse what seemed to be a dangerous trend, he had engaged organizational psychologist Joanna McKinty, an external consultant, to study his department and report back on what might be accounting...
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...Case Study: Considerations on group development Case Study: Considerations on group development In the current business world, several organizations have adopted the idea of creating a team to address an emergency situation, to improve something that is idling or to create a new thing from scratch, all in order to work in a more effective and efficient way. Every group faces challenges and victories, even if small ones. According to Robbins and Judge, “Teams are more flexible and responsive to changing events than traditional departments or other forms of permanent groupings. They can quickly assemble, deploy, refocus, and disband”. (Robbins 308) It is with this in mind that this paper will analyze the case study number 3, “ Building a Coalition”, and develop thoughts and considerations about the issues in the study, connecting them to the theory on building teams. Group Development The story begins with the creation of a new agency by the Woodson Foundation, a nonprofit social service agency, and the public school system in Washington D.C., with the participation of the National Coalition for Parental Involvement in Education (NCPIE), which is an organization of parents that is involved in the school through the Parent Teacher Association (PTA). They share a common interest in building this new agency in order to create an after school program to help students learn. The three separate groups opted to develop a cross-organizational development team, responsible for...
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...HENRY TAM AND THE MGI TEAM CASE STUDY Introduction In our opinion, this case study is deemed an exercise in management technique. The case study is detailed with diverse factors and encompassing the breadth of management science. The Music Games International (Hereafter referred to as “MGI”) team comprised of seven (7) members as stated - The group is extremely diverse comprising of the following, Henry Tam and Dana Soiman were final semester students at Harvard Business School (Hereafter referred to as “HBS”) working on the business plan not just for the competition, and as a professional challenge as soon. For the founders, Sasha Gimpelson was known for his unconventional ideas. Igor Tkachenko, an accomplished musician and Roman Yakub, a composer. Alex Sartakov -introduced to the group through a mutual friend of Igor and Sasha, he had music background, Dav Clark was a MIT graduate had a software background and was also planning to enter the MGI case for the MIT business plan contest. To our understanding, the gist of Henry Tam and MGI Case Study refers to development of a business plan for MGI (as a submission to the annual business plan contest of HBS and, the business plan should be the blueprint for the future; to commercialize their products via educational learning tool and/or an entertainment/gaming portal). Question 1 What is your evaluation of the MGI’s team process? What were the roots causes of the team’s process problems? In evaluating the team's...
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...Case Study Week 4 A-1 Use Parts 1, 2 and 3 of the case study in Appendix B, Topic A, named Billing System Conversion Project to develop a communication plan for the conversion project. Identify at least three audiences. Identify all audiences who have an interest in the project (sponsor, team members, and so on). For each audience, describe the type of information that should be communicated (progress, scope changes, costs, and so on) and the level of detail needed. List the frequency of each communication (weekly, monthly, as needed, and so on). Audience: Team Type(s) of information: presentation of project progress Frequency: as needed Audience: client/customer Type(s) of information: report of overall progress, formal briefing Frequency: as needed Audience: Team Type(s) of information: team meeting, group interaction for project Frequency: weekly B-1 Use Parts 1, 2 and 3 of the case study named Billing System Conversion Project, to determine which tasks or deliverables can be purchased from sellers and then determine which ones, if any, you would recommend for seller purchase. The tasks and deliverables that could be outsourced include the training of the team, the update of the system, software install, and the purchase of the new PCs. The only thing I would recommend outsourcing or buying from an external seller would be the PCs so that a price comparison can be done and the company could make the best financial decision. C-1 1. Use Parts 1...
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...Case Study: What is Joe’s Problem? Lisa A. Jones Introduction This case study describes the problems resulting from the promotion of Joe Doss at Ajax. Joe had an outstanding technical mind. He enjoyed doing research and working alone in his lab. Recognized as an outstanding contributor to the company, he received a promotion to head of a new research team. Problems immediately ensued, administrative details went unattended, and team members found it difficult to talk to Joe. He was preoccupied with technical problems. Organizational Level Problems The organization promoted Joe based on his technical skills, without taking into consideration Joe’s individual personality or evaluating his ability to lead the new research team. By promoting an individual prior to evaluating his leadership capabilities, the organization created a situation in which job dissatisfaction occurred among team-members and the team leader, Joe. This also created unnecessary stressors for all involved. Due to immediate conflicts among the team members, there was no cohesiveness within the team. This created an internal struggle for the team and the beginnings of an individualistic culture, where team members did not regard the importance of teamwork. The administrative model for decision makers in this case included limited knowledge of the employee in question and of his abilities to lead a team effectively. Supervisory Level Problems Joe’s supervisor...
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...European Center for Security Studies (Marshall Center). First it will identify the situation of change and conflict at the Marshall Center. This will be done by identifying the knowledge, skills, sensitivity, and values that come into play as they have been taught throughout this term. Second, this paper will discuss the possible alternatives to address the situation and test the possible solutions. Lastly, the paper will propose solutions and recommend implementation plans. * Overview of the Organization and Case Study The Marshall Center is a highly respected German and American partnership based in Garmisch, Germany. It has 175 employees and has recently undergone a transformation. The fiscal and political realities of decreased defense budgets in the United States and Germany have led to a need for consolidation of responsibilities and decrease in the number of employees. The dean of the College of International and Security Studies (the College) was recently tasked with the responsibility of combining resident and outreach programs within the College. Previously, outreach programs existed as a separate division within the Marshall Center and had consisted of three regional teams: Central and Southeast Europe; Eurasia and the Black Sea; and Central Asia. The dean’s challenge was to integrate the regional outreach teams into the College and to build teams that include a faculty member within each regional team. Historically, faculty members had...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER SIX Project Team Building, Conflict, and Negotiation To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER SIX Project Profile: Japanese Automakers Launch “Pre-Collision” Projects INTRODUCTION 6.1 BUILDING THE PROJECT TEAM 6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS 6.3 REASONS WHY TEAMS FAIL 6.4 STAGES IN GROUP DEVELOPMENT Punctuated Equilibrium 6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION Outcomes of Cooperation: Task and Psycho-Social Results Building a High Performing Team 6.6 VIRTUAL PROJECT TEAMS Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams 6.7 CONFLICT MANAGEMENT What is Conflict? Sources of Conflict Methods for Resolving Conflict 6.8 NEGOTIATION Questions to Ask Prior to the Negotiation Principled Negotiation Summary Key Terms Discussion Questions Case Study 6.1: Columbus Instruments Case Study 6.2: The Bean-Counter and the Cowboy Case Study 6.3: Johnson-Rogers Software Engineering, Inc. Exercise in Negotiation Internet Exercises PMP Certification Sample Questions Bibliography TRANSPARENCIES 6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS • A CLEAR SENSE OF PROJECT MISSION • AN UNDERSTANDING OF TEAM INTERDEPENDENCIES • COHESIVENESS • A HIGH LEVEL OF TRUST • A SHARED SENSE OF ENTHUSIASM • A “RESULTS”...
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...THE BRITISH COMPUTER SOCIETY Case Study of Successful Complex IT Projects AUGUST 2006 Case Study of Successful, Complex IT Projects Table of Contents Executive Summary .......................................................................................................3 Introduction....................................................................................................................5 Background to the study ............................................................................................5 The complexity of IT projects....................................................................................6 Part I: Research Methodology .....................................................................................11 Part II: Case Description..............................................................................................14 eCourier company background ................................................................................14 eCourier industry background..................................................................................16 eCourier technological issues ..................................................................................16 LogicaCMG company background..........................................................................17 LogicaCMG industry background ...........................................................................18 LogicaCMG technological issues ...............................
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