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Write an 8-10 page research paper (excluding the title and reference pages) on the topic of your choice selected in Week 2. By this time, you should have submitted your first 5 pages for grading and feedback. Once you receive feedback, make revisions accordingly and combine with the last five pages of your paper. Create a PowerPoint presentation based on your final research paper topic. The presentation should have an introduction slide, as well as a reference slide(s) at the end of the presentation. There should be a minimum of 10 slides that cover content. Once you have completed this assignment, please post it in the designated Week 7 Forum. Attached is my first 5 pages of my research paper, Team development in the military

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1 Running head: TEAM DEVELOPMENT Team Development in an Organization Olufemi Ogundare MGMT 603 Dr. Johnson March, 11, 2017 TEAM DEVELOPMENT 2 Team Development in an Organization Overview of Teams The basic definition of a team is a group of players coming together to achieve a common goal. These people should possess different skills to fulfill their allocated tasks, with a meshing of functions and mutual support. However, only capable teams manage to accomplish set goals. Common characteristics of active teams are; open, direct and honest communication, members understand purpose, mission, or primary objective, sufficient leadership and organizational structure, adequate resources to permit members to execute tasks. Synergy is essential such that members perform in a way that is greater than the sum of its parts, and backed up with regular reviews of the team’s performance. The latter is an essential practice that goes towards team development by building upon strengths and identifying areas of weakness. Building Blocks of Effective Teams Aside from the above characteristics of active teams, Woodcock (year) derived that effective teams are based on the following nine components: a. Clear objectives and agreed goals This is the initial step and is seen as the building block that energizes and focuses the team. The team needs to know what it is aiming to achieve and for better results, members should be involved in decision-making. By doing so, teams take a results-orientated outlook, any channel their efforts to fulfilling agreed upon goals. b. Openness and confrontation A healthy group dynamic promotes sharing ideas and even expressing feelings towards one another. Members can express their differences freely without fear of reproach. In instances where conflict is not entirely resolved, members can move forward without holding grudges. Additionally, active teams do not reprimand people for what they think or feel, and this fosters a 'no-blame' culture. c. Support and trust Members actively seek opportunities to help each other and accept help whenever it is accorded to them. Furthermore, teams are willing to own up to their mistakes since they will not be blamed for them. Effective teams recognize each other’s values and good intentions and are confident that if they encounter a hurdle, someone will be on hand to assist them. d. Co-operation and conflict TEAM DEVELOPMENT 3 It is common for teams to shy away from uncomfortable situations that may trigger conflict, and possibly stall a project. Research derives that effective teams have mastery of handling conflict and not letting it interfere with tasks at hand. To accomplish this feat, teams must pay careful attention to internal communications and distinguish between personal attacks and problemsolving. This implies that differences should be embraced and explored, rather than fought over. e. Sound working and decision-making procedures Effective teams are good at self-managing and including members in the decision-making process. Applying the most appropriate methods allows for the inclusion of everyone’s input and therefore little or no resistance. Therefore, the team must continuously ask themselves if their decision-making approach is the most appropriate for a particular situation. f. Appropriate leadership Leadership is a core element in the development and survival of teams in any setting. Effective teams adopt a style of leadership that is suitable for the team’s development, culture, essential skills, and set objectives. While most leaders tend to associate with one type of leadership or another, great leaders must adopt their leadership styles to suit the situation at hand. g. Regular reviews Performance needs to be regularly evaluated so that teams can gauge how well, or not; they are doing. By doing so, members can adjust their input accordingly to ensure that they remain on track to achieving set objectives. In an organization setting, the performance of individual teams has an impact on the overall performance. Therefore, teams must be prepared to listen to outsiders' views either lauding their delivery or criticizing it. h. Individual development Effective teams urge members to develop their skills and forge ahead even though this means they transition to bigger roles within the organization or seek growth opportunities elsewhere. Leadership pays attention to the aspirations of team members and pursues appropriate ways of helping members grow regarding skills and experiences that will propel them to future success. i. Sound inter-group relations This final building block pays attention to the external environment where a team thrives. How does the team interact with other teams? How about the rest of the organization? While competition is healthy and pushes teams to go extra lengths, too much focus on ‘beating out’ the other teams can disrupt cohesiveness. A more practical approach would be collaborating with other teams when necessary and actively seek ways of adding value to the organization. Team Development in Organizations TEAM DEVELOPMENT 4 According to Perkins (1991), team development follows these main dimensions; participation, communication, roles, norms, cohesion, and conflict avoidance. Implicit theories of leadership influence perception and evaluation of leadership behavior, and they have potential to either constrain or guide behavior. Teams are expected to deliver and work without supervision. Selfdirected or self-managed work teams may call for the major restructuring of an organization, a shift from traditional, hierarchical workforce. The former approach has been deemed obsolete as newer and younger generations of workers enter the workplace. This implies workers must make a cognitive shift from individual worker schemata to team schemata. In the latter approach, team members make decisions together and are responsible for their teams' productivity. Teams also share rewards from a job well done and discipline for unsatisfactory performance. Teams usually have preconceptions of what constitutes an efficient team, and these determine the behaviors that members will adopt when performing tasks. Implicit theories of team development can relate to team outcomes on an individual level or a team level. Implicit theories of team development can affect team viability and team performance; the level of convergence of implicit theories is directly related to outcomes. Teams that have the similar understanding of situations tend to make faster decisions and have less conflict. Cognitive structures are related to individual goals and can be easily applied to new experiences. These structures allow members to implement different paths to attaining goals. Team Development in the Military The model view controller (MVC) helps to separate concerns within teams where the system is divided into different parts with independent concerns. Smaller teams work on each separate aspect in parallel and integrate individual pieces of the puzzle at a later stage. Team members are assigned tasks based on their expertise (Samisa, 2009). This approach is effectively used when forming and developing teams in the military. Based on the complexity of the assignment, one or more soldiers can be assigned a territory. Conversely, if the task is easy is small or medium scale, one military officer could handle multiple regions. Therefore, understanding the system complexity is pivotal to allocating resources as it indicates the amount of work involved. Just like developing software, military teams need frameworks to simplify their tasks. The framework dictates the overall flow of control, and this allows officers to focus on the most important tasks. However, if these frameworks are not designed with performance in mind, or optimized for performance, they can potentially lead to bottlenecks. The size of the framework has an impact on performance but size alone does not govern performance. The chosen framework builds on cumulative years of experience among officers and performance gets better over time. Given the nature of military teams, security is a hotbutton issue that needs proper attention and critical thinking. The guiding framework needs to be free of vulnerabilities and safeguard against insecure practices that could lead to dire consequences. For instance, a security loophole in a military team could trigger spilling of intelligence to the enemy side and this could tank the entire operation or even mass fatalities. TEAM DEVELOPMENT 5 Military vs. organization team development In light of the discussion above, it is clear that teams are a necessary part of attaining results in various settings such as the corporate world or even the military. While these teams have obvious similarities, there are also elements that distinguish them, as highlighted below: a. Witness actions up close In a military setting, the commander witnesses the action from the comfort of a desk and his team only interacts with him through video conferencing, whereas, in a corporate environment, line managers must collaborate with lower ranking employees to provide guidance and direction. b. Transfer of trust Navy SEALs or military officers can actually transfer trust among themselves as they have a basic understanding of how they operate. However, this may be difficult in organizations as each company has distinct values and manner of doing things. New hires are expected to quickly assimilate themselves to the culture of the company and disregard what they knew previously. c. Rehearsals Military teams develop their skills through field experience and rigorous practice before undertaking any mission, even less dangerous missions. On the other hand, most organizations do not have the time for rehearsals and employees learn through on-the-job (OJT) training. The latter is attributed to the constant pursuit of attractive bottom lines for business sustainability. d. Career progression In the military, money is not a factor; remunerations are decided by Congress and not army commanders. Additionally, leaders cannot promote their direct reports unceremoniously. In contrast, teams in organizations clamor for promotions raises, and additional benefits and their managers can develop them based on performance appraisals. e. Mission statements Military teams are guided by simple and compelling mission whereas most corporates have ambiguous mission statements that employees may not even comprehend or care about. TEAM DEVELOPMENT 6 References Abeysinghe, Samisa. Php Team Development: Easy and Effective Team Work Using Mvc, Agile Development, Source Control, Testing, Bug Tracking, and More. Birmingham, UK: Packt Pub, 2009. Internet resource. Perkins, Marilyn A, and Eric D. Sundstrom. Team Member Implicit Theories of Team Development: Relationships with Team Member Behavior, Team Viability, and Team Performance. , 1991. Print. Woodcock, Mike. Team Development Manual. Aldershot, Hants, England: Gower, 1989. Print. ...
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Robert__F
School: University of Maryland

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Running head: AMAZON INC. TEAM MANAGEMENT

Amazon Inc. Team Management
Student’s Name
University of Affiliation

AMAZON INC. TEAM MANAGEMENT

2

Contents
Amazon Inc. Team Management .................................................................................................... 1
Student’s Name............................................................................................................................... 1
Introduction .................................................................................................................................... 3
Analysis ........................................................................................................................................... 3
Positive impact of the compensation practice ............................................................................... 5
To the Company .......................................................................................................................... 5
To the Stakeholders .................................................................................................................... 6
Negative impacts of the compensation practice ............................................................................ 6
To the Company .......................................................................................................................... 6
To the Stakeholders .................................................................................................................... 6
Factors affecting the company’s compensation practices ............................................................. 6
Laws ............................................................................................................................................ 6
Dividend Policy ................................................................................................................................ 8
Recommendation for Future Phone ............................................................................................... 9
Conclusion ..................................................................................................................................... 10
References .................................................................................................................................... 11

AMAZON INC. TEAM MANAGEMENT

3

Amazon Inc. Team Management
Introduction
Jeff Benzos, the Amazon co-founder, has had a successful career in his lifetime. The
main reason behind such a lifestyle is passion. Enthusiasm leads people to do things they believe
in no matter how many times they fail or encounter challenges. It all started with Jeff’s idea of
how an unlimited access to information can change the whole world in a positive way. Jeff knew
that if all of the world’s information could be organized in an accessible manner at a central
location, it would impact positively on the whole world.
Analysis
Compensation Strategy
The company has a solid compensation plan. This approach means that once the company
hires a new employee, the compensation package can remain unchanged for a long time. The
advantageous thing about this method is that their remuneration packages are usually higher than
the market rate. The company follows the following compensation formula for their employees:
1. First, they gather information about all applicants. This move helps them determine if the
amount that the candidates are asking is consistent with what they pay, what other
companies pay and the market rate.
2. The company then makes an offer to the shortlisted candidate. The offer is determined by
the role they are expected to pay, their base or pace of operation and the position level
that they will hold within the company. Unlike other companies, Amazon is more
concerned with the entire package rather than the base pay.
3. The company compares the candidate’s current pay with what they wish to pay. If their
offer is higher than the previous pay, then they approve it. However, if what they offer is

AMAZON INC. TEAM MANAGEMENT

4

below what the applicant currently earns, then the firm is compelled to make a new offer
which is more competitive.
Among the enterprise’s internal priorities is to create an enabling environment for its
workers. It is an approach that has been in use for a long time. According to research, a good
working environment has a direct positive effect of increasing a firm’s capacity to perform
better. Amazon has always ensured that their workers get maximum comfort in their working
environment. As a result, the company has a low labor turnover compared to other firms in the
industry.
The most commonly applied best practices by this company are the employee motivation
schemes. The primary objectives of these projects are to enhance service delivery in the day-today operations. The programs include competitive packages, paid holidays, c...

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Anonymous
Good stuff. Would use again.

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