...TEAM PROJECT PEER EVALUATION Part of your grade is based upon your participation in and contribution to your team. To help us determine your grade, you are to provide information evaluating your own performance and that of your team members. Keep in mind that the information you provide here is confidential and only your professor will see your evaluation. The criteria to consider as you rate your members include: 1. Effort / Active Participation: following through on the project and being accountable to group members. 2. Contribution: improving quality of work, being creative, bringing unique skills and abilities that aid in the quality of the final product, and providing leadership 3. Attendance: attending team meetings and or group activities 4. Supported Group Process: eliciting and valuing input of others, mediating arguments and relieving tension, lending a positive attitude, and other maintenance roles that enhance group social climate 5. Communication: checking in with the team before missing a meeting, clarifying expectations, keeping communication channels open, facilitating others’ participation, and speaking and listening effectively. Using each of the criteria, provide a rating for yourself and each of your team members using the rating scale from 1 to 10 below. In the last column recommend a grade (A, B, C, D, or F) for the individual. 1-2 Mediocre 3-4 Poor 5-6 Average 7-8 Good 9-10 Exceptional Name (Insert names...
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...Short-Fused Teams Organizations are consistently relying on the formation and implementation of short- fused teams to accomplish specific goals in an effective and efficient manner. However, these teams are often created in an abrupt fashion and face lofty expectations in spite of a drastically low amount of previous interaction and uniquely defined goals from within the group dynamic. These obstacles are exacerbated by the overarching time constraints that are placed on these teams, especially when the issue is complex and its optimal resolution uncertain. More specifically managers are tasked with “creating a climate that supports these teams” that allows them to coexist and accomplish the purpose of their formation (Doolen, 285). However, social and professional conflict may hinder production and can prove difficult to effectively manage. Furthermore, outside circumstances such as time and resources, may exacerbate the issue. These obstacles, albeit not comprehensive, consist of role ambiguity, conflicting interests, resistance to change, and lack of cohesion and its effect on the difficulty of information sharing (Chan, 2008). Role Ambiguity In forming teams, organizations often form new positions and responsibilities previously non-existent within the current design. This creates a level of uncertainty surrounding these unknown responsibilities and expectations and, as a result, can increase the level of stress the individual members of the team will face and...
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...Group dynamics is a term used to describe the basic rules why people tend to form groups or teams naturally. The most common reason may be based on activities, interactions, and sentiments. The numbers of interests’ people share with each other effects their chances to group together. These interests may be political, religious, work related, lifestyle, economic, security, etc. There are different stages through which a group passes, both as natural and in a professional atmosphere. Team Cohesiveness is one way through which we can improve team working ability. A team has better chances of performing well if its members have good cordial relationship with each other. A small group which meets frequently to discuss different problem and have the ability to reach a common goal, can increase cohesiveness to a great extent. Personal interactions have a positive effect on the overall performance because it would decrease negative competitiveness. Another way of improving group dynamics is Outcome interdependence. It can be explained as the manner in which group performance is rewarded. If the group is not rewarded at all, it is highly likely that further performance of the group will decrease. If some members of the group are rewarded leaving the rest out, it will likely result into disintegration of the team. This is because the ones left out will not perform productively and the group will suffer as a whole. Rewarding of a group appropriately will also encourage other workers...
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...The first listed component is; composition and cohesiveness, and it explains how group cohesiveness is developed around the task and the relationships factor of the group. The group should not be built based on similarity of interpersonal attraction, but based upon people who offer different talents that can complement each other. The second listed component of group cohesiveness is; individual benefits and cohesiveness. This states that people like to be with groups where there needs can be satisfied. If people become conscious of the fact that they can indeed benefit from a group that no other group could, then they will become more attracted to the group and the groups’ cohesiveness can become stronger. The third listed component is; task effectiveness and cohesiveness, this component is focusing on the group as a whole, and how the performance of the group has an influence on how the group will succeed. Through the success of the group comes cohesiveness. The fourth listed component is; communication and cohesiveness, this component suggests that communication is what makes group interaction possible and without it the group will not be able to become cohesive. The amount and quality of the communication within team not only affects the groups’ cohesiveness, but also it is the foundation for interpersonal trusts inside the group. The last things that are discussed are influences on a group such as communication network, group size, and...
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...|Reference to Concept in Reading | | |GeneOne leadership team developed a technology that kills diseases found in |Performance is the acceptability of | |Performance |tomatoes and potatoes. With this new technology farmers will no longer have |output of output to customers within | | |to use pesticides that will taint their crops. This technology helped GeneOne|or outside the organization who | | |to mature into a multi-million dollar business within a short period. |receive team products, services, | | | |information, decisions, or | | |Performance relates to satisfying the needs and expectations of outsiders |performance events (Kreitner & | | |such as clients, customers, and fans (Kreitner-Kinicki, 2003, p. 451). |Kinicki, 2003, p. 451). | | |GeneOne’s leadership team lacks a sense of togetherness. A lack of |Cohesiveness is a process whereby “a | |Cohesiveness |cohesiveness among the team was displayed in the meeting that was held on |sense of ‘we-ness’ emerges to | | |March 8, 2005. During the meeting, some of the team members were very |transcend individual differences and | | ...
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...1. Why do all organizations need to rely on groups and teams to achieve their goals and gaina competitive advantage? A group = two or more people who work together to achieve certain goals or meet certain needs.A team = a group of people work together to achieve a specific common goal or objective.Because of the sheer dynamics of either a group or a team and how they function within anorganization, these units can help an organization gain an advantage over their competitors, serve asperformance enhancers, provide increased customer service, encourage more innovated work by theemployees, and serve as motivators for all members of the groups and teams. Each of these itemscan result in an increased advantage over the competitor 6. Why do some groups have very low levels of cohesiveness? Group size is one factor, with members of small groups more motivated and committed than members of large groups. A group with low cohesiveness might just be too large. Second, in forming groups, managers need to select members who have a diversity in knowledge, skills, and experience. Managers need to make sure that diversity is effectively managed, because if it is not, it may lead to 5. Discuss the reasons why too much conformity can hurt groups and their organizations.Too much conformity can result in conforming to norms even when they are dysfunctional which will ultimately hurt the organization and their end goals. Too much conformity also throws offthe balance of conformity...
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...A team is a group of people working together to achieve a common goal. The effectiveness of the project team can make the difference between project success and failure. Our project team has a total of 30 students. Eventhough good strategics and techniques are still necessary, it is the members of the project team itself that are the key to project success which require an effective project team. In order to become an effective team, we have to go through five stages which are Forming, Storming, Norming, Performing and Adjourning. For this essay, we will only focus on the forming and storming stage. Forming stage is the first stage of the group development in which people join the group. In the major process in the forming stage, members become familiar with one another and the group as well as members deal with issues of dependency and inclusion, the acceptance of a leader and the development of the group consensus. There are some characteristic of forming such as tentative, polite communications; concern over ambiguity and group goal; and an active leader and compliant members.The team will focus on orientation to its goals and procedures. Members have to be concerning each other about what the team as individual members are supposed to do. In our team, some conflicts did occur during the time that when we deciding our leaders. Besides, we were unclear about the goals and what we have to do leaded us to have low effectiveness. Everyone refused to be the leader until someone...
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...TEAM WORK IN ORGANIZATION DEFINITION A unit of two or more people who interact and coordinates their work to accomplish a specific goal. A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for its accomplishment. A team is a group of workers that functions as a unit, often with little or no supervision, to carry out organizational functions. Teamwork The process of people actively working together to accomplish common goals Group Versus Team Team Designated strong leader Individual accountability Same purpose as organization Individual work products Runs efficient meetings Effectiveness by effect on business Delegates work to individuals. Group Rotates leadership Accountable to each other Specific team vision Collective work products Participative meetings Effectiveness by collective work Shares work TYPES OF TEAMS 1.FORMAL TEAM A team created by the organization as part of the formal organization structure. Teams that are officially recognized and supported by the organization for specific purposes. May appear on the organization chart. A functional team is a formally designated work team with a manager or team leader. Three common types of formal team. Horizontal team ...
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...on company’s objective of making profit and his own personal interests while neglecting the importance of engaging his subordinates. Due to such personality at work, he is most likely to have good individual work performance in pursuit of the goals. Based on the big five factor, it has also concluded that Ronald is an antagonistic person as he is very low in agreeableness. As Ronald is one who values feedbacks the least and believes that all right decisions lie within him at all times, his team members have to follow what he suggests. He does not believe that by interacting, negotiating and agreeing with team members can create a more effective and efficient marketing division. Such behavior shows that Ronald is always very confident in his own actions and has never thought of changing course. This personality of his causes him to distrust the work ability of his supervisors and hence, prevents him from assigning more significant job tasks to them. Lack of trust will in turn reduce team...
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...figure out how they would fit in the group. Different cultures among the team members increased the level of cohesiveness as the members socialized about their different back grounds creating relationships, bounding the team together. At this point, productivity is very low as members are not clear of the goals and how they can contribute to the team. As no one was clear of what’s expected of each member it was decided that a leader would be chosen “there is a search for a sense of direction and a strong leader. (Tyson,1998, p.8). Choosing the leader was quite difficult as we didn’t know each other very well and what qualities to look for, however one active member was then chosen to be our leader. This session in particular played a crucial role in our team’s productivity level as everyone got to mingle and chat with the other mates so as to combine different cultures and set aside our differences and focus on the main objective. Trying to avoid any conflict or any controversy, everybody was trying to discover what was expected of them and how they were going to approach the task. The productivity level is moderate as the team has no driving force yet, choosing a leader was the opportunity to give the team direction and results. As a way to get to know each other better, the team decide to have a meeting during the weekend. As we meet we got to know each other better than and as well as clarified about the team project and how we could accomplish the goal. “groups at this stage...
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...Devereaux- Dering Group Team trying to land the BMW account struggled to impress the client. Fitzgerald presented a last minute presentation on global strategy to close the deal. Other group members did not know that he was going to present it. After successfully winning the BMW account, Roderick,Walsh, and Green take a cab to the office. Fitzgerald takes a separate cab to LaGuardia Airport (Daft, 2011). After sharing some success, Walsh and Green talk about how Fitzgerald does not act as a part of the team. Yelling at teammates, not participating in group meetings and always on his blackberry and working on secret projects (Daft, 2011). Roderick is stunned to learn about this hidden conflict in the group. Before the group tells Lansing about winning the account, Fitzgerald text Lansing about their success. Lansing smiled at the fact he was a leader of a cohesive and effective team, sharing the same vision and trusting of each other. The determinants of cohesiveness are: interaction, shared mission and goals, personal attraction to the team, competition/organizational context, and team success. The members seem to have a hard time interacting, particularly with Brad Fitzgerald. There also seems to be miscommunication because Brad is always on his blackberry, making his team feel as if their input is unimportant. Interaction when team members agree on purpose and direction, they will be more cohesive shared mission and goals. The members of the team have a goal, to close...
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...1) What type of team do you, the new CIO, have? What do you see as the key problem with the team? For a medium-sized technology company I strongly believe the cross-functional team will make a huge different. The cross-functional team allows groups from various areas of the company to share a purpose or objective. The team leader, with input from the members, creates the goals and objectives of the team as the first step. On a cross-functional team, workers complete assignments together using their skills and talents to further the goals of the team. The key problem with this team is lack of cooperation and cohesiveness and the causes of problem with this team is avoidance in accountability, inattention in results, communication breakdown and goal differences. 2) What would you do to help turn this collection of individual regional and department heads into a top-performing team? There are five main developing stage to help this collection of individual regional and department heads into a top-performing team. The following five stages of team development are Forming, Storming, Norming, Performing, and Adjourning. The CIO needs to retain the motivation of team members in order to successfully overcome any challenges in forming stage. Following the storming stage the team moves to the norming phase, which is when they start establishing open communications, stable positions, norms and values. During this stage is when they start gaining and building trust, which makes...
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...Leadership Concepts Worksheet Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading Team Building In the scenario, Greg and Don were having a conversation about doubts Don was having with some of the team members. Greg was more concerned with what Don was going to tell the employees to lead the transformation. It seems that Don has to build the team up again. According to Don they have risen to the occasion before and he knows they can do it again. Team building is a term for techniques that help improve work groups. This is accomplished many ways. It can be done internally with team building exercises. It can also be done by outside consultants. Creating a team building action plan helps create better communication and less dysfunctional conflict. (McShane & Von Glinow, 2005) Contingency Anchor In the scenario the CEO meets with the leadership team. Michelle has some concerns about the timing of their proposal. She wanted to overcome the perception of the industry and how to communicate that their company has the technology and the leadership capability. Don recommended identifying new research areas for the company. Teri was not sure if that was the way to go. She was a bit resistant to the idea. The Contingency approach states that a particular action may have different consequences in different situations. No single solution is best in all circumstances. In the scenario, the company is facing a situation where there...
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...difference between “team” and a “group”? Describe your personal experience with each. The difference between a team and a group is basically how they work together. A team consists of two or more people who work for a common goal and they share the leadership throughout the individuals. A group has one leader who takes all responsibility. The group has individual accountability and the team has both mutual and individual accountability. I can easily pick a personal experience. A volleyball team has captain but look for the whole team for leadership, ideas, and motivation. We are together for long periods of time and still support one another even when we can no longer be on the team due to injury or graduation. A team is like a family. Holding everyone accountable for each other and helping each other different ways to find a goal. A group in the classroom, however, to finish a project is always mind numbing because everyone only worries about what will happen to them if it it not done the way that they think it should be done. The meetings are organized and one person decides how to finish the work. After the work is done the group may never see or speak with each other ever again. 2: Discuss the differences between a cross-functional team and a self-directed team. Cross-functional teams are teams that have a leader who coordinates, but gives up some of his power. It is made up of members from different functional departments within the organization. These teams are generally...
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...Team Dynamics Teams is a group of two or more people who exist to fulfill a purpose and are interdependent or interact and influence each other, mutually accountable for achieving common goals, and perceive themselves as a social entity. Teams are groups, but groups are not the same as teams. Teams have task interdependence and some groups are just people gathered together. One example of a team is orchestra playing together at practice. They each have a specific role or musical piece they play, but the common task is getting the final musical piece mastered. Thus, who makes up teams and what type of teams are there. Many variations of teams exist such as, departmental teams, skunk works, which are small loosely structured corporate research and development units, or subsidiary formed to foster innovation. Some other types of teams include production/ service/ leadership teams, task force (project) teams, self-directed teams, virtual teams, advisory teams, and communities of practice. Some examples would include wound care teams in hospitals or unit practice counsels, infection control or any group of two people or more working toward the same task. Now, consider the members of the team. Individual members of a club, business, management department, or any other organization can come together to form a team. Now, consider the importance of teams and why it is important to rely on teams in the workforce. Teams provide valuable service for employers, employees, and...
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