Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Respond to 4 postings listed below, with at least in one or mormickietanger
Respond to
4 postings listed below
, with at least in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read the postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from your own research
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on postings by providing additional insights or contrasting perspectives based on readings and evidence.
Posts should be at least 200 words
and require
some information from the text, academically reviewed paper, some significant commentary that requires knowledge of the subject matter, a web link to an article or other source
.
POST 1:
Networking: A key to successful Teamwork
A. Consider the different teams presented in your reading assignment. How do these teams manage their team boundaries? What are the trade-offs between internal cohesion and external ties within each type of team? support your discussion with at least two external sources.
Teams are of different types such as Virtual teams, Problem-solving teams, cross-functional teams, self- managed teams but every team has to maintain their own boundaries to function up to the mark.
What are boundaries
Boundaries are the limitations, plans which meant for reducing distraction from outside sources and to increase the teams focus on their roles and responsibilities. They could be simple rules which are a part of the teams’ principles.
How to set boundaries
· Members need to work individually along with their team leader. Everyone of them need to understand as to what make them deviate from their works. Make a list of the important activities relating to their group project for which the team is formed and make a schedule by prioritizing their work according to their importance.
· This will help them to have an understanding of how to manage their work. Set short term and long-term goals so as to be responsible for completing the tasks.
· Remember that the boundaries can be breached. It is not possible that they will stay in place forever, sometimes the members may knowingly or unknowingly cross their boundaries.
· The team has to communicate with the other teams or members as to what extent they have set the boundaries. It will help them to have necessary support from others and they will be less disturbing to them (Guanfeng, & Zhiyang, 2011).
Internal cohesion and External ties
Internal cohesion has a positive relationship with the external ties. The level of internal cohesion defines the level of support and cooperation the members have with each other. If the cohesion is more it will not affect the members to outsource other expertise and necessary resources. B ...
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
I need help with preparing a web post and 3 responses. Post and respkarinorchard1
I need help with preparing a web post and 3 responses. Post and responses are explained below:
Write a web post on Designing Team and Team Identity:
Part 1:
Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Part 2:
Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Important point about web post:
- Provide the references (at least 2) in your responses.
- Your post should be at least 450 words long.
Respond to following 3 postings. Responses should be 170 words with references.
Post 1:
1) Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would you compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Building a team for a course/work project is very crucial for the success of the project and relies heavily on analyzing the goals of the project that you need to accomplish. Some of the main characteristics that are required to build a good team include:
· Stating the purpose of the project
· Charting out specific roles that can be assigned to the team members
· A leadership that is acceptable to the whole team
· Effective and seamless processes to avoid any bottle-necks in operations and communication
· Healthy relationships between the members of the team
Understanding the meaning and purpose of building teams gives us a good starting point on how to compose a team for your project (Drolet, 2004). The main purpose of group is to accomplish the set objectives for a project in the most efficient way possible. I would choose a team that consists of members that have particular skillsets that align to the necessary objectives that are to be accomplished to have a successful finish. Another important task is to elect a leadership that is both competent in carrying out the responsibility and also be acceptable to the team to follow the directions of the leader. The last and most important aspect is to manage operations in a way that all the team members feel inclusive, realize their responsibility and always stay motivated to work in the best interests of the team towards the completion of the project (Harvey, 2004). While building the team, I would consider all the above characteristics in mind and to incorporate the right diversity, I would choose talent and hard work as a key factor that aligns with the interests of the project to accomplish the set goals in the most efficient way possible.
2) Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Team identity may be defined ...
4 Organizational Behavior—Macro
Learning Objectives
After reading this chapter, you should be able to:
• Identify and define the types of groups found in business organizations.
• Summarize the principal theories of group dynamics.
• Analyze group performance and effectiveness.
• Discuss the role of physicians as stakeholders in health organizations.
• Apply evidence-based management principles to health organizations.
• Compare functional and dysfunctional organizations.
Michael Pole/CORBIS
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_04_c04_091-120.indd 91 4/24/14 2:03 PM
Section 4.1Introduction to Organizational Behavior—Macro
Staff and Executive-Level Teams Are Fundamentally Different
A motivational poster frequently found in managers’ offices displays a team of rowers to illustrate the
concept of people working together; a popular offering from the Art of Rowing company is titled Team-
work: Together We Achieve More. When most people on a team are doing similar jobs, the rowing
metaphor is very apt. However, executive-level teams are different:
Executive teams are more like baseball teams. Sure, they are all wearing one uni-
form and following one game plan, but sometimes they work alone (as in the case
of a batter), sometimes they work in pairs (pitcher throws to catcher, or shortstop
and first baseman collaborate in a double play) and only seldom do they all get in
on the action.. . . Don’t expect a team at that level to feel the same way your depart-
ment level team does. You’re not all in the same boat. So figure out the game plan,
play your position, and keep your head up to spot your chances to support your
teammates. (Davey, 2012, p. 1)
When one thinks of the ideal executive-
level team, a better metaphor might be
a company softball team—which can
include both men and women of varying
ages and ethnicities. However, company
softball teams are seldom good at playing
softball; many are formed to encourage
camaraderie among the players and sup-
porters, thereby strengthening working
relationships and organizational com-
mitment. Organizations need and value
talented individuals who can work col-
laboratively with others; being a “team
player” is an important attribute for
success in almost every type of job. Since
much of the clinical and administrative
work in health organizations is done in
groups or teams, it is important for health
care professionals to understand the work-
ings of, participate in, and lead teams.
Critical Thinking and Discussion Questions
1. What have you learned from participating in a department or management team?
2. How important is team camaraderie among executives in health care organizations?
4.1 Introduction to Organizational Behavior—Macro
Chapter 3 focused on the individual behavior in organizations. This chapter focuses
on group behavior and discusses how organizations achieve their goals by coalescing
the skills and efforts of individuals into group ...
Groups The dynamic and increasingly complex world of health ca.docxJeanmarieColbert3
Groups
The dynamic and increasingly complex world of health care often requires nurses to work collaboratively on interprofessional teams. In the group environment, individuals with unique skills and expertise come together to focus on a common goal; however, groups must become cohesive before they can become effective.
Your experiences working with groups—whether you perceive them as positive, negative, or neutral—can be used to facilitate insight and development. Health care, with its focus on interprofessional teamwork and collaboration, offers ample opportunities and an imperative for continuous learning.
For this Discussion, you focus on strategies for facilitating the group process.
To prepare:
Review the information in this week’s Learning Resources regarding the stages of group formation, problematic roles individuals play in groups, and strategies for facilitating and maintaining positive group collaboration. In particular, review Learning Exercise 19.12 on page 464 of the course text.
Reflect on various groups with which you have been or are currently involved. Select one specific group to analyze for the purposes of this Discussion. Identify the purpose or task that the group is or was meant to perform.
Consider the four stages of group formation (forming, storming, norming, and performing). How would you describe the progression between stages? Is there a stage in which you believe your group is or was “stuck”?
Consider the task or group-building role you normally play in a group setting. How could you apply the information from the Learning Resources to improve your group participation and facilitation, as well as the functioning of the group as a whole?
In addition, think about which individuals within your group (including yourself) may fall into problematic roles such as the Dominator, the Aggressor, or the Blocker. How have you and your group members addressed the enactment of these roles and its impact on interactions? With information from the Learning Resources in mind, what strategies would you apply now or going forward?
Post
- (1) a description of a group with which you have been or are currently involved. (2) Assess where the group is in terms of the four stages of group formation.
(3) If you are reflecting on a past experience, explain if your group moved through all four stages. (4) Describe the task or group-building role you typically play, or played, in this group. Then, (5) explain what strategies you, as a leader, can apply to better facilitate the group process and address any problematic individual roles in the group
.
REQUIRED RESOURCES
Readings
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theory and application
(8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Chapter 19 “Organizational, Interpersonal, and Group Communication”
Chapter 19 covers many aspects of the communication process, including group communication. As you read.
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docxmattinsonjanel
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Explain the health care policies that can affect emergency care.
Does not explain the health care policies that can affect emergency care.
Identifies but does not explain the health care policies that can affect emergency care.
Explains the health care policies that can affect emergency care.
Explains the health care policies that can affect emergency care and considers the effect on patient experience.
Recommend evidence-based decision-making strategies nurses can use during triage.
Does not recommend evidence-based decision-making strategies nurses can use during triage.
Identifies but does not recommend evidence-based decision-making strategies nurses can use during triage.
Recommends evidence-based decision-making strategies nurses can use during triage.
Recommends evidence-based decision-making strategies nurses can use during triage, and explains how these recommendations will result in positive patient outcomes.
Describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Does not describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Identifies but does not describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Describes the moral and ethical challenges nurses can face when following hospital policies and protocols.
Describes the moral and ethical challenges nurses can face when following hospital policies and protocols, and provides current and relevant examples.
Explain how health care disparities impact treatment decisions.
Does not explain how health care disparities can impact treatment decisions.
Identifies but does not explain how health care disparities can impact treatment decisions.
Explains how health care disparities can impact treatment decisions.
Explains how health care disparities can impact treatment decisions and illustrates with real-world examples.
Write content clearly and logically, with correct use of grammar, punctuation, and mechanics.
Does not write content clearly, logically, or with correct use of grammar, punctuation, and mechanics.
Writes with errors in clarity, logic, grammar, punctuation, or mechanics.
Writes content clearly and logically, with correct use of grammar, punctuation, and mechanics.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics, and uses relevant evidence to support a central idea.
Correctly format citations and references using APA style.
Does not format citations and references using APA style.
Formats citations and references with errors.
Correctly formats citations and references using APA style. Citations contain a few errors.
Correctly formats citations and references using APA style. Citations are free from all errors.
EMPOWER ACTION 1
EMPOWER ACTION 21
EMPOWER ACTION
Xxxxxxxxxxxxxxxxxxxxx
St.
Dr. Fred C. Lunenburg 1]. organizational development implementing planned cha...William Kritsonis
Dr. Fred C. Lunenburg, www.nationalforum.com, Dr. William Allan Kritsonis, Editor-in-Chief, National FORUM Journals, Houston, Texas
www.nationalforum.com - Over 5,000 professors published since 1983.
This was the topic for this week’s DB - At present, you have been .docxherthalearmont
This was the topic for this week’s DB - At present, you have been exposed to 4 strategies for improving the accuracy of performance appraisals and related ratings. Pick 1 that you think shows the most promise and defend your position.
Instructions - Each reply must be 150 words. Each thread and reply must include a scripture reference and 1 citation in current APA format.
Textbook to reference: Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill
Student 1:Trudie Porter
Top of Form
Performance appraisals and related ratings are important aspects of compensation management. They can help motivate employees or even correct poor performance in some employees. They give supervisors and managers an opportunity to give employees praise and rewards or constructive criticism. As times and company needs change the performance appraisal and related ratings systems need to be changed also to better suit company needs. There are four strategies than can be used to make these changes. These four strategies are: improve appraisal formats, select the right raters, understand how raters process information, and training raters to rate more accurately (Milkovich et al., 2017, p. 384). While each of these are important aspects management should consider I believe one stands out from the rest.
Performance appraisals should be customized, flexible, and meaningful (Rusu, Avasilcai, & Hutu, 2016). How to improve appraisal formats is something important management should consider. New technology changes our world every day. As new technology is introduced industries change. This often changes the duties employees are responsible for. Also, as companies grow new positions are created causing employee duties to shift from one employee to another sometimes. As these two items change a company and its positions performance appraisals and related ratings have to change with them. If a company does not review their appraisal formats and make necessary adjustments on a regular basis this can cause their ratings systems to be different from that of the employees’ responsibilities. Ultimately if appraisal formats are not evaluated the entire appraisal itself will be wrong.
Just as companies examine their employees on job performance, so should we examine ourselves. In 1 Corinthians 11:28-32 we are told we should examine ourselves and God will also judge us in the end (NIV). As Christians we are lucky in that the laws we must follow and judge ourselves never change. We always know what is expected of us. Even as our lives change and we are faced with different situations we always have a guide book that will never change to reference back to.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill.
Rusu, G., Avasilcai, S., & Hutu, C. (2016). Employee performance appraisal: A conceptual framework. Annals of the Oradea University. Fascicle of Management an ...
MANAGEMENT AND ORGANIZATION, GROUP COMPOSITION, ORGANIZATIONAL BEHAVIOR, ORGANISATIONAL BEHAVIOUR, GROUP VS TEAM, THEORIES OF GROUP FORMATION, CLASSIFICATION OF GROUPS, GROUP COMMUNICATION, STAGES OF GROUP FORMATION, GROUP STRUCTURE OF AN ORGANIZATION, GROUP DECISION MAKING, TECHNIQUES IN GROUP DECISION-MAKING, ORGANIZATION’S STUDY, LIBCORPIO786, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Designing Team and Team IdentityPart 1 Think about how to btrappiteboni
Designing Team and Team Identity
Part 1:
Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Part 2:
Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Specific Instructions:
Read and respond to your classmates’ posts. See class posting/discussion requirements.
Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.
Read a selection of your colleagues' postings.
Respond to at least 3 your colleagues' postings in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues' postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Campbellsville University Library
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on your colleagues' postings by providing additional insights or contrasting perspectives based on readings and evidence.
Return to this Discussion several times to read the responses to your initial posting. Note what you have learned and/or any insights you have gained as a result of the comments your colleagues made.
Respond to class mate:
class mate 1:
A team can be built in different ways so as to make members to achieve the same goal and the target objectives. When building a team, the role to be undertaken, selection of the people, and also their relationship should be considered. The task to assign should not be complicated at all. This means that the work should be simple and match with the skills of the team members so as to make the work easier for them and facilitate better performance which leads to good productivity (Barrow, 2012).
When selecting people, the sum of the people should be sufficient to fit the task. Also, the members should have relevant skills for doing the work assigned to them. They should have different ideas and experience so as to combine efforts and come up with good results. Relationships are very important in any team. Maintenance of the way people interact is very important(Blazovich, 2013). Sufficient environment should be ensured in a way that all members will feel free and appreciated.
Diversity is very important also in teamwork. It can be incorporated into making sure communication is made available to all. Members should be informed about what is required to be done in the group. Also, managers should be open-minded when dealing with the ...
GroupsThe dynamic and increasingly complex world of health care of.docxJeanmarieColbert3
Groups
The dynamic and increasingly complex world of health care often requires nurses to work collaboratively on interprofessional teams. In the group environment, individuals with unique skills and expertise come together to focus on a common goal; however, groups must become cohesive before they can become effective.
Your experiences working with groups—whether you perceive them as positive, negative, or neutral—can be used to facilitate insight and development. Health care, with its focus on interprofessional teamwork and collaboration, offers ample opportunities and an imperative for continuous learning.
For this Discussion, you focus on strategies for facilitating the group process.
To prepare:
·
Review the information in this week’s Learning Resources regarding the stages of group formation, problematic roles individuals play in groups, and strategies for facilitating and maintaining positive group collaboration. In particular, review Learning Exercise 19.12 on page 464 of the course text.
·
Reflect on various groups with which you have been or are currently involved. Select one specific group to analyze for the purposes of this Discussion. Identify the purpose or task that the group is or was meant to perform.
·
Consider the four stages of group formation (forming, storming, norming, and performing). How would you describe the progression between stages? Is there a stage in which you believe your group is or was “stuck”?
·
Consider the task or group-building role you normally play in a group setting. How could you apply the information from the Learning Resources to improve your group participation and facilitation, as well as the functioning of the group as a whole?
·
In addition, think about which individuals within your group (including yourself) may fall into problematic roles such as the Dominator, the Aggressor, or the Blocker. How have you and your group members addressed the enactment of these roles and its impact on interactions? With information from the Learning Resources in mind, what strategies would you apply now or going forward?
1.
A description of a group with which you have been or are currently involved.
2.
Assess where the group is in terms of the four stages of group formation.
3.
If you are reflecting on a past experience, explain if your group moved through all four stages.
4.
Describe the task or group-building role you typically play, or played, in this group.
5.
Explain what strategies you, as a leader, can apply to better facilitate the group process and address any problematic individual roles in the group.
6.
Summary with Conclusion.
REMINDERS:
1)
2-3 pages (addressing the 6 questions above excluding the title page and reference page).
2)
Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016. Please utilize the references at least three below as much as possible and the rest from yours.
3)
Make headings for each question.
RES.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
More Related Content
Similar to 2Team changeINTRODUCTIONThis chapter will look at .docx
I need help with preparing a web post and 3 responses. Post and respkarinorchard1
I need help with preparing a web post and 3 responses. Post and responses are explained below:
Write a web post on Designing Team and Team Identity:
Part 1:
Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Part 2:
Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Important point about web post:
- Provide the references (at least 2) in your responses.
- Your post should be at least 450 words long.
Respond to following 3 postings. Responses should be 170 words with references.
Post 1:
1) Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would you compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Building a team for a course/work project is very crucial for the success of the project and relies heavily on analyzing the goals of the project that you need to accomplish. Some of the main characteristics that are required to build a good team include:
· Stating the purpose of the project
· Charting out specific roles that can be assigned to the team members
· A leadership that is acceptable to the whole team
· Effective and seamless processes to avoid any bottle-necks in operations and communication
· Healthy relationships between the members of the team
Understanding the meaning and purpose of building teams gives us a good starting point on how to compose a team for your project (Drolet, 2004). The main purpose of group is to accomplish the set objectives for a project in the most efficient way possible. I would choose a team that consists of members that have particular skillsets that align to the necessary objectives that are to be accomplished to have a successful finish. Another important task is to elect a leadership that is both competent in carrying out the responsibility and also be acceptable to the team to follow the directions of the leader. The last and most important aspect is to manage operations in a way that all the team members feel inclusive, realize their responsibility and always stay motivated to work in the best interests of the team towards the completion of the project (Harvey, 2004). While building the team, I would consider all the above characteristics in mind and to incorporate the right diversity, I would choose talent and hard work as a key factor that aligns with the interests of the project to accomplish the set goals in the most efficient way possible.
2) Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Team identity may be defined ...
4 Organizational Behavior—Macro
Learning Objectives
After reading this chapter, you should be able to:
• Identify and define the types of groups found in business organizations.
• Summarize the principal theories of group dynamics.
• Analyze group performance and effectiveness.
• Discuss the role of physicians as stakeholders in health organizations.
• Apply evidence-based management principles to health organizations.
• Compare functional and dysfunctional organizations.
Michael Pole/CORBIS
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_04_c04_091-120.indd 91 4/24/14 2:03 PM
Section 4.1Introduction to Organizational Behavior—Macro
Staff and Executive-Level Teams Are Fundamentally Different
A motivational poster frequently found in managers’ offices displays a team of rowers to illustrate the
concept of people working together; a popular offering from the Art of Rowing company is titled Team-
work: Together We Achieve More. When most people on a team are doing similar jobs, the rowing
metaphor is very apt. However, executive-level teams are different:
Executive teams are more like baseball teams. Sure, they are all wearing one uni-
form and following one game plan, but sometimes they work alone (as in the case
of a batter), sometimes they work in pairs (pitcher throws to catcher, or shortstop
and first baseman collaborate in a double play) and only seldom do they all get in
on the action.. . . Don’t expect a team at that level to feel the same way your depart-
ment level team does. You’re not all in the same boat. So figure out the game plan,
play your position, and keep your head up to spot your chances to support your
teammates. (Davey, 2012, p. 1)
When one thinks of the ideal executive-
level team, a better metaphor might be
a company softball team—which can
include both men and women of varying
ages and ethnicities. However, company
softball teams are seldom good at playing
softball; many are formed to encourage
camaraderie among the players and sup-
porters, thereby strengthening working
relationships and organizational com-
mitment. Organizations need and value
talented individuals who can work col-
laboratively with others; being a “team
player” is an important attribute for
success in almost every type of job. Since
much of the clinical and administrative
work in health organizations is done in
groups or teams, it is important for health
care professionals to understand the work-
ings of, participate in, and lead teams.
Critical Thinking and Discussion Questions
1. What have you learned from participating in a department or management team?
2. How important is team camaraderie among executives in health care organizations?
4.1 Introduction to Organizational Behavior—Macro
Chapter 3 focused on the individual behavior in organizations. This chapter focuses
on group behavior and discusses how organizations achieve their goals by coalescing
the skills and efforts of individuals into group ...
Groups The dynamic and increasingly complex world of health ca.docxJeanmarieColbert3
Groups
The dynamic and increasingly complex world of health care often requires nurses to work collaboratively on interprofessional teams. In the group environment, individuals with unique skills and expertise come together to focus on a common goal; however, groups must become cohesive before they can become effective.
Your experiences working with groups—whether you perceive them as positive, negative, or neutral—can be used to facilitate insight and development. Health care, with its focus on interprofessional teamwork and collaboration, offers ample opportunities and an imperative for continuous learning.
For this Discussion, you focus on strategies for facilitating the group process.
To prepare:
Review the information in this week’s Learning Resources regarding the stages of group formation, problematic roles individuals play in groups, and strategies for facilitating and maintaining positive group collaboration. In particular, review Learning Exercise 19.12 on page 464 of the course text.
Reflect on various groups with which you have been or are currently involved. Select one specific group to analyze for the purposes of this Discussion. Identify the purpose or task that the group is or was meant to perform.
Consider the four stages of group formation (forming, storming, norming, and performing). How would you describe the progression between stages? Is there a stage in which you believe your group is or was “stuck”?
Consider the task or group-building role you normally play in a group setting. How could you apply the information from the Learning Resources to improve your group participation and facilitation, as well as the functioning of the group as a whole?
In addition, think about which individuals within your group (including yourself) may fall into problematic roles such as the Dominator, the Aggressor, or the Blocker. How have you and your group members addressed the enactment of these roles and its impact on interactions? With information from the Learning Resources in mind, what strategies would you apply now or going forward?
Post
- (1) a description of a group with which you have been or are currently involved. (2) Assess where the group is in terms of the four stages of group formation.
(3) If you are reflecting on a past experience, explain if your group moved through all four stages. (4) Describe the task or group-building role you typically play, or played, in this group. Then, (5) explain what strategies you, as a leader, can apply to better facilitate the group process and address any problematic individual roles in the group
.
REQUIRED RESOURCES
Readings
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theory and application
(8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Chapter 19 “Organizational, Interpersonal, and Group Communication”
Chapter 19 covers many aspects of the communication process, including group communication. As you read.
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docxmattinsonjanel
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Explain the health care policies that can affect emergency care.
Does not explain the health care policies that can affect emergency care.
Identifies but does not explain the health care policies that can affect emergency care.
Explains the health care policies that can affect emergency care.
Explains the health care policies that can affect emergency care and considers the effect on patient experience.
Recommend evidence-based decision-making strategies nurses can use during triage.
Does not recommend evidence-based decision-making strategies nurses can use during triage.
Identifies but does not recommend evidence-based decision-making strategies nurses can use during triage.
Recommends evidence-based decision-making strategies nurses can use during triage.
Recommends evidence-based decision-making strategies nurses can use during triage, and explains how these recommendations will result in positive patient outcomes.
Describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Does not describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Identifies but does not describe the moral and ethical challenges nurses can face when following hospital policies and protocols.
Describes the moral and ethical challenges nurses can face when following hospital policies and protocols.
Describes the moral and ethical challenges nurses can face when following hospital policies and protocols, and provides current and relevant examples.
Explain how health care disparities impact treatment decisions.
Does not explain how health care disparities can impact treatment decisions.
Identifies but does not explain how health care disparities can impact treatment decisions.
Explains how health care disparities can impact treatment decisions.
Explains how health care disparities can impact treatment decisions and illustrates with real-world examples.
Write content clearly and logically, with correct use of grammar, punctuation, and mechanics.
Does not write content clearly, logically, or with correct use of grammar, punctuation, and mechanics.
Writes with errors in clarity, logic, grammar, punctuation, or mechanics.
Writes content clearly and logically, with correct use of grammar, punctuation, and mechanics.
Writes clearly and logically, with correct use of spelling, grammar, punctuation, and mechanics, and uses relevant evidence to support a central idea.
Correctly format citations and references using APA style.
Does not format citations and references using APA style.
Formats citations and references with errors.
Correctly formats citations and references using APA style. Citations contain a few errors.
Correctly formats citations and references using APA style. Citations are free from all errors.
EMPOWER ACTION 1
EMPOWER ACTION 21
EMPOWER ACTION
Xxxxxxxxxxxxxxxxxxxxx
St.
Dr. Fred C. Lunenburg 1]. organizational development implementing planned cha...William Kritsonis
Dr. Fred C. Lunenburg, www.nationalforum.com, Dr. William Allan Kritsonis, Editor-in-Chief, National FORUM Journals, Houston, Texas
www.nationalforum.com - Over 5,000 professors published since 1983.
This was the topic for this week’s DB - At present, you have been .docxherthalearmont
This was the topic for this week’s DB - At present, you have been exposed to 4 strategies for improving the accuracy of performance appraisals and related ratings. Pick 1 that you think shows the most promise and defend your position.
Instructions - Each reply must be 150 words. Each thread and reply must include a scripture reference and 1 citation in current APA format.
Textbook to reference: Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill
Student 1:Trudie Porter
Top of Form
Performance appraisals and related ratings are important aspects of compensation management. They can help motivate employees or even correct poor performance in some employees. They give supervisors and managers an opportunity to give employees praise and rewards or constructive criticism. As times and company needs change the performance appraisal and related ratings systems need to be changed also to better suit company needs. There are four strategies than can be used to make these changes. These four strategies are: improve appraisal formats, select the right raters, understand how raters process information, and training raters to rate more accurately (Milkovich et al., 2017, p. 384). While each of these are important aspects management should consider I believe one stands out from the rest.
Performance appraisals should be customized, flexible, and meaningful (Rusu, Avasilcai, & Hutu, 2016). How to improve appraisal formats is something important management should consider. New technology changes our world every day. As new technology is introduced industries change. This often changes the duties employees are responsible for. Also, as companies grow new positions are created causing employee duties to shift from one employee to another sometimes. As these two items change a company and its positions performance appraisals and related ratings have to change with them. If a company does not review their appraisal formats and make necessary adjustments on a regular basis this can cause their ratings systems to be different from that of the employees’ responsibilities. Ultimately if appraisal formats are not evaluated the entire appraisal itself will be wrong.
Just as companies examine their employees on job performance, so should we examine ourselves. In 1 Corinthians 11:28-32 we are told we should examine ourselves and God will also judge us in the end (NIV). As Christians we are lucky in that the laws we must follow and judge ourselves never change. We always know what is expected of us. Even as our lives change and we are faced with different situations we always have a guide book that will never change to reference back to.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York, NY: McGraw-Hill.
Rusu, G., Avasilcai, S., & Hutu, C. (2016). Employee performance appraisal: A conceptual framework. Annals of the Oradea University. Fascicle of Management an ...
MANAGEMENT AND ORGANIZATION, GROUP COMPOSITION, ORGANIZATIONAL BEHAVIOR, ORGANISATIONAL BEHAVIOUR, GROUP VS TEAM, THEORIES OF GROUP FORMATION, CLASSIFICATION OF GROUPS, GROUP COMMUNICATION, STAGES OF GROUP FORMATION, GROUP STRUCTURE OF AN ORGANIZATION, GROUP DECISION MAKING, TECHNIQUES IN GROUP DECISION-MAKING, ORGANIZATION’S STUDY, LIBCORPIO786, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Designing Team and Team IdentityPart 1 Think about how to btrappiteboni
Designing Team and Team Identity
Part 1:
Think about how to build teams in terms of designing the task, selecting the people, and then, managing their relationships. How would compose a team for completing a course/work project in terms of the three dimensions listed above. How would you incorporate diversity in designing a team?
Part 2:
Discuss team identity. Why do you feel attached to certain groups and teams but not to others?
Specific Instructions:
Read and respond to your classmates’ posts. See class posting/discussion requirements.
Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.
Read a selection of your colleagues' postings.
Respond to at least 3 your colleagues' postings in one or more of the following ways:
• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues' postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Campbellsville University Library
• Validate an idea with your own experience and additional research.
• Make suggestions based on additional evidence drawn from readings or after synthesizing multiple postings.
• Expand on your colleagues' postings by providing additional insights or contrasting perspectives based on readings and evidence.
Return to this Discussion several times to read the responses to your initial posting. Note what you have learned and/or any insights you have gained as a result of the comments your colleagues made.
Respond to class mate:
class mate 1:
A team can be built in different ways so as to make members to achieve the same goal and the target objectives. When building a team, the role to be undertaken, selection of the people, and also their relationship should be considered. The task to assign should not be complicated at all. This means that the work should be simple and match with the skills of the team members so as to make the work easier for them and facilitate better performance which leads to good productivity (Barrow, 2012).
When selecting people, the sum of the people should be sufficient to fit the task. Also, the members should have relevant skills for doing the work assigned to them. They should have different ideas and experience so as to combine efforts and come up with good results. Relationships are very important in any team. Maintenance of the way people interact is very important(Blazovich, 2013). Sufficient environment should be ensured in a way that all members will feel free and appreciated.
Diversity is very important also in teamwork. It can be incorporated into making sure communication is made available to all. Members should be informed about what is required to be done in the group. Also, managers should be open-minded when dealing with the ...
GroupsThe dynamic and increasingly complex world of health care of.docxJeanmarieColbert3
Groups
The dynamic and increasingly complex world of health care often requires nurses to work collaboratively on interprofessional teams. In the group environment, individuals with unique skills and expertise come together to focus on a common goal; however, groups must become cohesive before they can become effective.
Your experiences working with groups—whether you perceive them as positive, negative, or neutral—can be used to facilitate insight and development. Health care, with its focus on interprofessional teamwork and collaboration, offers ample opportunities and an imperative for continuous learning.
For this Discussion, you focus on strategies for facilitating the group process.
To prepare:
·
Review the information in this week’s Learning Resources regarding the stages of group formation, problematic roles individuals play in groups, and strategies for facilitating and maintaining positive group collaboration. In particular, review Learning Exercise 19.12 on page 464 of the course text.
·
Reflect on various groups with which you have been or are currently involved. Select one specific group to analyze for the purposes of this Discussion. Identify the purpose or task that the group is or was meant to perform.
·
Consider the four stages of group formation (forming, storming, norming, and performing). How would you describe the progression between stages? Is there a stage in which you believe your group is or was “stuck”?
·
Consider the task or group-building role you normally play in a group setting. How could you apply the information from the Learning Resources to improve your group participation and facilitation, as well as the functioning of the group as a whole?
·
In addition, think about which individuals within your group (including yourself) may fall into problematic roles such as the Dominator, the Aggressor, or the Blocker. How have you and your group members addressed the enactment of these roles and its impact on interactions? With information from the Learning Resources in mind, what strategies would you apply now or going forward?
1.
A description of a group with which you have been or are currently involved.
2.
Assess where the group is in terms of the four stages of group formation.
3.
If you are reflecting on a past experience, explain if your group moved through all four stages.
4.
Describe the task or group-building role you typically play, or played, in this group.
5.
Explain what strategies you, as a leader, can apply to better facilitate the group process and address any problematic individual roles in the group.
6.
Summary with Conclusion.
REMINDERS:
1)
2-3 pages (addressing the 6 questions above excluding the title page and reference page).
2)
Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016. Please utilize the references at least three below as much as possible and the rest from yours.
3)
Make headings for each question.
RES.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docxlorainedeserre
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docxlorainedeserre
3
Prototypes of Ethical Problems
Objectives
The reader should be able to:
• Recognize an ethical question and distinguish it from a strictly clinical or legal one.
• Identify three component parts of any ethical problem.
• Describe what an agent is and, more importantly, what it is to be a moral agent.
• Name two prototypical ethical problems.
• Distinguish between two varieties of moral distress.
• Compare the fundamental difference between moral distress and an ethical dilemma.
• Describe the role of emotions in moral distress and ethical dilemmas.
• Describe a type of ethical dilemma that challenges a professional’s desire (and duty) to treat everyone fairly and equitably.
• Discuss the role of locus of authority considerations in ethical problem solving.
• Identify four criteria to assist in deciding who should assume authority for a specific ethical decision to achieve a caring response.
• Describe how shared agency functions in ethical problem solving.
NEW TERMS AND IDEAS YOU WILL ENCOUNTER IN THIS CHAPTER
legal question
disability benefits
ethical question
prototype
clinical question
agent
moral agent
locus of authority
shared agency
moral distress
moral residue
ethical dilemma
Topics in this chapter introduced in earlier chapters
Topic
Introduced in chapter
Ethical problem
1
Integrity
1
Interprofessional care team
1
Professional responsibility
2
A caring response
2
Accountability
2
Social determinants of care
2
Justice
2
Introduction
You have come a long way already and are prepared to take the next steps toward becoming skilled in the art of ethical decision making. The first part of this chapter guides you through an inquiry regarding how to know when you are faced with an ethical question instead of (or in addition to) a clinical or legal question. A further question is raised: How do you know whether the situation that raised the question is a problem that requires your involvement? This chapter helps you prepare to answer that question too. You will learn the basic components of an ethical problem and be introduced to two prototypes of ethical problems. We start with the story of Bill Boyd and Kate Lindy.
 The Story of Bill Boyd and Kate Lindy
Bill Boyd is a 25-year-old soldier who lives in a large city. Bill served in the U.S. Army for more than 6 years and was deployed to both Iraq and Afghanistan for multiple military missions in the past 4 years. During his final deployment, Bill suffered a blast injury in which he sustained significant shoulder and neck trauma and a mild traumatic brain injury (TBI) and posttraumatic stress. He was treated in an inpatient military hospital and transitioned back to his hometown, where he moved into his childhood home with his mother.
Kate Lindy is the outpatient psychologist who has been treating Bill for pain and posttraumatic stress. Bill is in a structured civilian reentry program. This competitive program is administered by a government subcontractor; its goal is to help in ...
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docxlorainedeserre
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3NIMH Opinion or FactThe National Institute of Mental Healt.docxlorainedeserre
3
NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docxlorainedeserre
3
Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docxlorainedeserre
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docxlorainedeserre
3
JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docxlorainedeserre
3
Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3HR StrategiesKey concepts and termsHigh commitment .docxlorainedeserre
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docxlorainedeserre
3
Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docxlorainedeserre
380067.docx
by Jamie Feryll
FILE
T IME SUBMIT T ED 22- MAR- 2019 06:38AM WORD COUNT 3608
CHARACT ER COUNT 204 57
380067 .DOCX (28.82K)
%4
SIMILARIT Y INDEX
EXCLUDE QUOT ES ON
EXCLUDE
BIBLIOGRAPHY
ON
380067.docx
ORIGINALITY REPORT
380067.docx
WRITECHECK REPORT
PAGE 1
PAGE 2
PAGE 3
PAGE 4
PAGE 5
PAGE 6
PAGE 7
PAGE 8
PAGE 9
PAGE 10
PAGE 11
PAGE 12
PAGE 13
PAGE 14
PAGE 15
PAGE 16
380067.docxby Jamie Feryll380067.docxORIGINALITY REPORT380067.docxWRITECHECK REPORT
380067
by Jamie Feryll
FILE
T IME SUBMIT T ED 13- MAR- 2019 03:56PM WORD COUNT 34 63
CHARACT ER COUNT 1957 5
ARCHAEOLOGY.DOCX (31.23K)
%5
SIMILARIT Y INDEX
EXCLUDE QUOT ES ON
EXCLUDE
BIBLIOGRAPHY
ON
380067
ORIGINALITY REPORT
380067
WRITECHECK REPORT
PAGE 1
PAGE 2
PAGE 3
PAGE 4
PAGE 5
PAGE 6
PAGE 7
PAGE 8
PAGE 9
PAGE 10
PAGE 11
PAGE 12
PAGE 13
PAGE 14
PAGE 15
380067by Jamie Feryll380067ORIGINALITY REPORT380067WRITECHECK REPORT
Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docxlorainedeserre
39
Chapter 7
Theories of Teaching
Introduction
Theories of learning are typically only useful to adult learning practitioners when they are applied to the facilitation of learning—a function assigned usually in our society to a person designated as teacher or trainer.
A distinction must be made between theories of learning and theories of teaching. Theories of learning deal with the ways in which people learn, whereas theories of teaching deal with the ways in which one person influences others to learn (Gage, 1972, p. 56).
Presumably, the learning theory subscribed to by a teacher will influence his or her teaching theory.
Early on, Hilgard resisted this fragmentation of learning theory. He identified 20 principles he believed to be universally acceptable from three different families of theories: Stimulus–Response (S–R) theory, cognitive theory, and motivation and personality theory. These principles are summarized in Table 7.1.
Hilgard’s conviction in his belief that his 20 principles would be “in large part acceptable to all parties” was grounded in his limited verification process. The “parties” with whom he checked out these principles were control-oriented theorists. In spite of their differences about the internal mechanics of learning, these theorists are fairly close in their conceptualization of the role of the teacher.
Table 7.1 Summary of Hilgard’s principles
Teaching Concepts Based on Animal and Child Learning Theories
Let’s examine the concepts of a variety of theories about the nature of teaching and the role of the teacher. First, we’ll look at the members of Hilgard’s jury. These include Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné.
Thorndike
Thorndike essentially saw teaching as the control of learning by the management of reward. The teacher and learner must know the characteristics of a good performance in order that practice may be appropriately arranged. Errors must be diagnosed so that they will not be repeated. The teacher is not primarily concerned with the internal states of the organism, but with structuring the situation so that rewards will operate to strengthen desired responses. The learner should be interested, problem-oriented, and attentive. However, the best way to obtain these conditions is to manipulate the learning situation so that the learner accepts the problem posed because of the rewards involved. Attention is maintained and appropriate S–R connections are strengthened through the precise application of rewards toward the goals set by the teacher. A teacher’s role is to cause appropriate S–R bonds to be built up in the learner’s behavior repertoire (Hilgard and Bower, 1966, pp. 22–23; Pittenger and Gooding, 1971, pp. 82–83).
Guthrie
Guthrie’s suggestions for teaching are summarized as follows:
1. If you wish to encourage a particular kind of behavior or discourage another, discover the cues leading to the behavior in question. In the one case, arrange the situation so that the desired be ...
38 Monthly Labor Review • June 2012TelecommutingThe.docxlorainedeserre
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2Team changeINTRODUCTIONThis chapter will look at .docx
1. 2
Team change
INTRODUCTION
This chapter will look at teams, team development and change
from
a number of perspectives and will be asking a number of
pertinent
questions:
• What is a group and when is it a team?
• Why do you need teams?
• What types of organizational teams are there?
• How do you improve team effectiveness?
• What does team change look like?
• What are the leadership issues in team change?
• How do individuals affect team dynamics?
• How well do teams initiate and adapt to organizational
change?
The chapter aims to enhance understanding of the nature of
teams and
how they develop, identify how teams perform in change
5. AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
61
We open with a discussion around what constitutes a group and
what
constitutes a team. We will also look at the phenomena of
different types
of teams: for example, virtual teams, self-organizing teams and
project
teams.
Models of team functioning, change and development will be
explored.
We look at the various components of teamworking, and at how
teams
develop and how different types of people combine to make a
really
effective (or not) team.
We take as our basic model Tuckman’s (1965) model of team
develop-
ment to illustrate how teams change over time. This is the
forming,
storming, norming and performing model. But we will add to it
by dif-
ferentiating between the task aspects of team development and
the
6. people aspects of team development.
Finally we look at the way in which teams can impact or react
to organ-
izational change.
WHAT IS A GROUP AND WHEN IS IT A TEAM?
There has been much academic discussion as to what constitutes
a team
and what constitutes a group. In much of the literature the two
terms are
used indistinguishably. Yet there are crucial differences, and
anyone
working in an organization instinctively knows when he or she
is in a
team and when he or she is in a group. We will attempt to
clarify the
essential similarities and differences. This is important when
looking at
change because teams and groups experience change in different
ways.
Schein and Bennis (1965) suggest that a group is ‘any number
of people
who interact with each other, are psychologically aware of each
other,
and who perceive themselves to be a group’. Morgan et al
(1986) suggest
that ‘a team is a distinguishable set of two or more individuals
who
interact interdependently and adaptively to achieve specified,
shared,
and valued objectives’. Sundstrom et al (1990) define the work
team as
‘A small group of individuals who share responsibility for
10. yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
62
Table 2.1 Differences between groups and teams
Group Team or work group
Indeterminate size Restricted in size
Common interests Common overarching objectives
Sense of being part of something or
seen as being part of something
Interaction between members to
accomplish individual and group
11. goals
Interdependent as much as
individuals might wish to be
Interdependency between members
to accomplish individual and group
goals
May have no responsibilities
other than a sense of belonging to
the group
Shared responsibilities
May have no accountabilities other
than ‘contractual’ ones
Individual accountabilities
A group does not necessarily have
any work to do or goals to accomplish
The team works together, physically
or virtually
A group is a collection of individuals who draw a boundary
around them-
selves. Or perhaps we from the outside might draw a boundary
around
them and thus define them as a group. A team on the other hand,
with
its common purpose, is generally tighter and clearer about what
it is
and what its raison d’être is. Its members know exactly who is
involved
15. ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
63
list, gets together with others at his or her level to form a
collection of
individuals who contribute to the overall strategic direction of
the organ-
ization. Apart from gatherings every six months, this group
rarely meets
16. or communicates. It is a grouping, which might be bounded but
does not
have any ongoing goals or objectives that require members to
work
together.
STOP AND THINK!
Q 2.1 Within your working life, what teams are you a member
of and to
which groups do you belong?
Q 2.2 Within your personal life, what teams are you a member
of and to
which groups do you belong?
Q 2.3 In what ways was it easier to answer in your personal life,
and in
what ways more difficult?
WHY WE NEED TEAMS
Why do we need teams and teamworking? Casey (1993), from
Ashridge
Management College, researched this question by asking a
simple ques-
tion of each team he worked with: ‘Why should you work
together
as a team?’ The simplest answer is, ‘Because of the work we
need to
accomplish.’ Teamwork may be
needed because there is a high
volume of interconnected pieces
of work, or because the work is
too complex to be understood
and worked on by one person.
20. ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
64
certain, so can be handled fairly quickly without a need for
much sharing
of points of view. There is usually a right answer to these
issues, whereas
decisions about strategy, structure and culture are less certain.
21. There is
no right answer, and each course of action involves taking a
risk. This
means more teamworking, more sharing of points of view, and a
real
understanding of what is being agreed and what the implications
are
for the team.
THE TYPES OF ORGANIZATIONAL TEAMS
Robert Keidal (1984) identified a parallel between sports teams
and
organizational teams. He uses baseball, American football and
basket-
ball teams to show the differences.
A baseball team is like a sales organization. Team members are
rela-
tively independent of one another, and while all members are
required to
be on the field together, they virtually never interact together
all at the
same time.
Football is quite different. There are really three subteams
within the total
team: offence, defence and the special team. When the subteam
is on the
field, every player is involved in every play, which is not the
case in base-
ball. But the teamwork is centred in the subteam, not the total
team.
Basketball is a different breed. Here the team is small, with all
players
25. r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
65
Table 2.2 Types of team
26. Team Group Work Parallel Project
Continuity Variable Stable Stable or one-off
project
Focused
on project
achievement
Lifespan Variable Unlimited Variable Time limited
Organizational
links
Can be part
of the formal
and/or
informal
organization
Part of
management
structure
Outside of
normal
management
structure
Separate
management
structure
Led by Dependent
on nature
27. and purpose
of group
One manager
or supervisor
Normally
coordinated
or facilitated
Project
manager
Location Variable Co-located Converge for
meetings
Co-located,
dispersed,
virtual
Purpose Variable Business
as usual
Maintenance
function or
part of
change
infrastructure
Change or
development
Authority Dependent
on nature
and purpose
of group
31. ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
66
Team Matrix Virtual Network Management Change
Continuity Stable as a
structure
but fluid by
project
32. Potential
fluid
Potential
fluid
Stable Fluid
Lifespan Unlimited Variable Variable Unlimited Variable
Organ-
izational
links
Part of
management
structure
Dual
accountability
Can be part
of the
management
structure
More
distributed
across the
organization
Part of
management
structure
Variable
33. Led by Project
manager and
functional
head
One
manager or
supervisor
Potentially
distributed
leadership or
coordination
One manager Sponsor or
change
manager
Location Co-located,
dispersed,
virtual
Dispersed Dispersed Often
co-located
Co-located,
dispersed,
virtual
Purpose Project
achievement
BAU or
Project
34. Change or
development
Business
as usual
Change and
development
Change and
development
Authority Dual
accountability
Through
the line or
project
manager
Depends Through
the line
Via project
manager and
project
sponsor
Focus Task Task Communi-
cation
Task and
communi-
cation
Task and
communi-
38. ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
67
Parallel team
Parallel teams are different from work teams because they are
not part
of the traditional management hierarchy. They are run in tandem
or
parallel to this structure. Examples of parallel teams are:
• teams brought together to deliver quality improvement
(for example,
quality circles, continuous improvement groups);
• teams that have some problem-solving or decision-making
input,
other than the normal line management processes (for example,
39. creativity and innovation groups);
• teams formed to involve and engage employees (for
example, staff
councils, diagonal slice groups);
• teams set up for a specific purpose such as a task force
looking at
an office move.
These teams have variable longevity, and are used for purposes
that tend
to be other than the normal ‘business as usual’ management.
They are
often of a consultative nature, carrying limited authority.
Although not
necessarily responsible or accountable for delivering changes,
they often
feed into a change management process.
Project team
Project teams are teams that are formed for the specific purpose
of com-
pleting a project. They therefore are time limited, and we would
expect
to find clarity of objectives. The project might be focused on an
external
client or it might be an internal one-off, or cross-cutting project
with an
internal client group.
Depending on the scale of the project the team might comprise
indi-
viduals on a full- or part-time basis. Typically there is a project
manager,
43. yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
68
comprised of individuals from a range of organizational
functions, were
found to enhance project success.
Project teams are very much associated with implementing
change.
However, although change may be their very raison d’être it
does not
necessarily mean that their members’ ability to handle change is
any dif-
ferent from the rest of us. Indeed built into their structure are
potential
dysfunctionalities:
44. • The importance of task achievement often reigns supreme,
at the
expense of investing time in meeting individual and team
mainten-
ance needs.
• The fact that individuals have increased uncertainty
concerning their
future can impact on motivation and performance.
• The dynamic at play between the project team and the
organizational
area into which the change will take place can be problematic.
Matrix team
Matrix teams generally occur in organizations that are run along
project
lines. The organization typically has to deliver a number of
projects to
achieve its objectives. Each project has a project manager, but
the project
team members are drawn from functional areas of the
organization.
Often projects are clustered together to form programmes, or
indeed
whole divisions or business units (for example, aerospace,
defence or oil
industry projects). Thus the team members have accountability
both to
the project manager and to their functional head. The balance of
power
between the projects and the functions varies from organization
to
organization, and the success of such structures often depends
48. le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
69
and information technologies to accomplish an organizational
task’.
An advantage of virtual teams is that an organization can use
the most
appropriately skilled people for the task, wherever they are
located.
In larger companies the probability that the necessary and
desired
expertise for any sophistic ated or complex task is in the same
place
geographically is low.
49. Disadvantages spring from the distance between team members.
Virtual teams cross time zones, countries, continents and
cultures. All
these things create their own set of challenges. Current research
suggests
that synchronous working (face-to-face or remote) is more
effective in
meeting more complex challenges. Team leadership for virtual
teams
also creates its own issues, with both day-to-day management
tasks and
developmental interventions being somewhat harder from a
distance.
When it comes to change, virtual teams are somewhat
paradoxical.
Team members can perhaps be more responsive, balancing
autonomy
and interdependence, and more focused on their part of the team
objective. However, change creates an increased need for
communica-
tion, clear goals, defined roles and responsibilities, and support
and
recognition processes. These things are more difficult to
manage in the
virtual world.
Erich Barthel (Building relationships and working in teams
across
cultures) and Inger Buus (Leading in a virtual environment)
write about
this in more detail in Leadership and Personal Development
(2011).
Networked team
53. o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
70
Management team
Management teams coordinate and provide direction to the sub-
54. units under
their jurisdiction, laterally integrating interdependent sub-units
across key
business processes.
(Mohrman et al, 1995)
The management team is ultimately responsible for the overall
perform-
ance of the business unit. In itself it may not deliver any
product, service
or project, but clearly its function is to enable that delivery.
Management
teams are pivotal in translating the organization’s overarching
goals into
specific objectives for the various sub-units to do their share of
the organ-
ization task.
Management teams are similar to work teams in terms of
delivery of
current operational plan, but are much more likely to be in a
position
of designing and delivering change as well. We expect a more
senior
management team to spend less time on ‘business as usual’
matters and
more time on the change agenda.
The senior management team in any organization is the team
most
likely to be held responsible for the organization’s ultimate
success or
failure. It is in a pivotal position within the organization. On
the one
hand it is at the top of the organization, and therefore team
55. members
have a collective leadership responsibility; on the other, it is
account-
able to the non-executive board and shareholders in limited
companies,
or to politicians in local and central government, or to trustees
in not-
for-profit organizations. Along with the change team (see
below) the
management team has a particular role to play within most
change
scenarios, for it is its members who initiate and manage the
implemen-
tation of change.
Change team
Change teams are often formed within organizations when a
planned
or unplanned change of significant proportions is necessary. We
have
separated out this type of team because of its special
significance.
Sometimes the senior management team is called the change
team,
responsible for directing and sponsoring the changes.
Sometimes the
change team is a special project team set up to implement
change. At
other times the change team is a parallel team, set up to tap into
the
organization and be a conduit for feedback as to how the
changes are
being received.
Co
58. it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
59. __________ Team change
71
Obviously different organizations have different terminologies,
so
what in one organization is called a project team delivering a
change
will be a change team delivering a project in another
organization.
More and more organizations also realize that the management
of
change is more likely to succeed if attention is given to the
people side of
change. Hence a parallel team drawn from representatives of the
whole
workforce can be a useful adjunct in terms of assessing and
responding
to the impact of the changes on people.
We see the change team as an important starting point in the
change
process. Research by one of the authors (Green, 2007a) and
Prosci (2003,
2007) suggests the criticality of a credible effective dedicated
change
management team.
STOP AND THINK!
Q 2.4 Of the teams of which you are a member, which are more
suitable
to lead change and which more suitable to implement change?
Justify your answer.
63. r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
72
64. and plan and set goals in line with that purpose. Larson and
LaFasto
(1989) report: ‘in every case, without exception, when an
effectively func-
tioning team was identified, it was described by the respondent
as having
a clear understanding of its objective’.
Clarity of objectives together with a common understanding and
agreement of these was seen to be key. In addition Locke and
Latham
(1984) report that the very act of goal setting was a prime
motivator
for the team; the more your team sets clear goals the more
likely it is
to succeed. They also reported a 16 per cent average
improvement in
effectiveness for teams that use goal setting as an integral part
of team
activities.
Clear goals are even more important when teams are involved in
change, partly because unless they know where they are going
they are
unlikely to get there, and partly because a strong sense of
purpose can
mitigate some of the more harmful effects of change. The
downside
occurs when a team rigidly adheres to its purpose when in fact
the world
has moved on and other objectives are more appropriate.
Team roles
The best way for a team to achieve its goals is for the team to
be structured
65. logically around those goals. Individual team members need to
have
clear roles and accountabilities. They need to have a clear
understanding
not only of what their individual role is, but also what the roles
and
accountabilities of other team members are.
When change happens – within, to or by the team – clarity about
roles has two useful functions. It provides a clear sense of
purpose and
it provides a supportive framework for task accomplishment.
However,
during change the situation becomes more fluid. Too much
rigidity
results in tasks falling down the gaps between roles, or overlaps
going
unnoticed. It might result in team members being less
innovative or
proactive or courageous.
Team operating processes
A team needs to have certain enabling processes in place for
people to
carry out their work together. Certain things are needed to allow
the task
to be achieved in a way that is as efficient and as effective as
possible.
Glaser and Glaser (1992) comment: ‘both participation in all of
the pro-
cesses of the work group and the development of a collaborative
ap -
proach are at the heart of effective group work. Because of the
tradition
68. rm
it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
69. _____________________________________________________
__________ Team change
73
of autocratic leadership, neither participation nor collaboration
are natural
or automatic processes. Both require some learning and
practice.’
Typical areas that a team need actively to address by discussing
and
agreeing include:
• frequency, timing and agenda of meetings;
• problem-solving and decision-making methodologies;
• ground rules;
• procedures for dealing with conflict when it occurs;
• reward mechanisms for individuals contributing to team
goals;
• type and style of review process.
In the turbulence created by change, all these areas will come
under
additional stress and strain, hence the need for processes to
have been
discussed and agreed at an earlier stage. During times of change
when
typically pressures and priorities can push people into silo
mentality and
away from the team, the team operating processes can act like a
70. lubricant,
enabling healthy team functioning to continue.
Team interpersonal relationships
The team members must actively communicate among
themselves. To
achieve clear understanding of goals and roles, the team needs
to work
together to agree and clarify them. Operating processes must
also be
discussed and agreed.
To achieve this level of communication, the interpersonal
relationships
within the team need to be in a relatively healthy state. Glaser
and Glaser
(1992) found that the literature on team effectiveness
‘prescribes open
communication that is assertive and task focused, as well as
creating
opportunities for giving and receiving feedback aimed at the
develop-
ment of a high trust climate’.
In times of change, individual stress levels rise and there is a
tendency
to focus more on the task than the people processes. High levels
of
trust within a team are the bedrock for coping with conflict.
Inter-team relations
Teams cannot work in isolation with any real hope of achieving
their
organizational objectives. The nature of organizations today –
73. s
pe
rm
it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
74. The underpinning theory
_____________________________________________________
_
74
sophisticated and with increasingly
loose and permeable boundaries –
creates situ ations where a team’s goals
can rarely be achieved without input
from and output to others.
However smart a team has been in
addressing the previous four catego-
ries, the authors have found in con-
sulting with numerous organizations
that attention needs to be paid to
inter-team relations now more than
ever before. This is because of the rise
of strategic partnerships and global
organizations. Teams need to connect
more. It is also because the environment is changing faster and
is more
complex, so keeping in touch with information outside of your
own team
is a basic survival strategy.
STOP AND THINK!
Q 2.5 Using the five elements above, what is your current team
effectiveness?
Q 2.6 What needs to change, and how would you go about it?
78. U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
Table 2.3 Effective and ineffective teams
Element Team mission,
planning and goal
setting
Team roles Team operating
79. processes
Team interpersonal
relationships
Inter-team relations
Outcome
Team more
effective,
adaptive and
change
oriented
Clarity of goals
and clear direction
lead to greater task
accomplishment
and increased
motivation.
Clear roles and
responsibilities
increase individual
accountability and
allow others to
work at their tasks.
Problem solving
and decision
making are
smoother and
faster.
Processes
enable task
80. accomplishment
without undue
conflict.
Open data flow and
high levels of team
working leading to
task
accomplishment
in a supportive
environment.
Working across
boundaries ensures
that organizational
goals are more
likely to be
achieved.
Team less
effective, less
adaptive and
change
oriented
Lack of purpose
and unclear goals
result in
dissipation of
energy and effort.
Unclear roles and
responsibilities lead
to increased conflict
and reduced
accountability.
84. ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the Models, Tools
and Techniques of Organizational Change
Account: s7348467
Table 2.4 Key attributes in the stages of team development
Tuckman
(1965)
Forming Storming Norming Performing
Attempt at establishing
primary purpose, structure,
roles, leader, task and
process relationships, and
boundaries of the team
85. Dealing with arising conflicts
surrounding key questions
from forming stage
Settling down of team dynamic
and stepping into team norms
and agreed ways of working
Team is now ready
and enabled to focus
primarily on its task while
attending to individual
and team maintenance
needs
Modlin and
Faris (1956)
Structuralism Unrest Change Integration
Attempt to recreate
previous power within new
team structures
Attempt to resolve power
and interpersonal issues
Roles emerge based on task
and people needs
Sense of team emerges
Team purpose and
structure emerge and
accepted, action towards
team goals
Whittaker
86. (1970)
Preaffiliation Power and control Intimacy Differentiation
Sense of unease, unsure of
team engagement, which is
superficial
Focus on who has power and
authority within the team
Attempt to define roles
Team begins to commit to task
and engage with one another
Ability to be clear about
individual roles and
interactions become
workmanlike
Scott Peck
(1990)
Pseudocommunity Chaos Emptiness Community
Members try to fake
teamliness
Attempt to establish pecking
order and team norms
Giving up of expectations,
assumptions and hope of
achieving anything
Acceptance of each
other and focus on the
task
87. Schutz (1982) In or out Top or bottom Near or far
Members decide whether they are
part of the team or not
Focus on who has power and
authority within the team
Finding levels of commitment and
engagement within their roles
Hill and
Gruner
(1973)
Orientation Exploration Production
Structure sought Exploration around team roles and
relations
Clarity of team roles and team cohesion
Bion (1961) Dependency Fight or flight Pairing
Team members invest the leaders
with all the power and authority
Team members challenge the leaders
or other members
Team members withdraw
Team members form pairings in an
attempt to resolve their anxieties
76
Co
py
90. it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the Models, Tools
and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
91. __________ Team change
77
Tuckman’s model of team change
Forming
Forming is the first stage.
This involves the team ask-
ing a set of fundamental
questions:
• What is our primary purpose?
• How do we structure ourselves as a team to achieve our
purpose?
• What roles do we each have?
• Who is the leader?
• How will we work together?
• How will we relate together?
• What are the boundaries of the team?
(Bion’s insights – see below – refer to observed phenomena and
do not
imply a sequence.)
If we were to take a logical rational view of the team we could
imagine
that this could all be accomplished relatively easily and
relatively pain-
92. lessly. And sometimes, on short projects with less than five
team mem-
bers, it is. However, human beings are not completely logical
rational
creatures, and sometimes this process is difficult. We all have
emotions,
personalities, unique characteristics and personal motivations.
As we saw when we were exploring individual change, human
beings
react to change in different ways. And the formation of a new
team is
about individuals adjusting to change in their own individual
ways.
Initially the questions may be answered in rather a superficial
fashion.
The primary task of the team might be that which was written
down in a
memo from the departmental head, along with the structure they
first
thought of. The leader might typically have been appointed
beforehand
and ‘imposed’ upon the team. Individuals’ roles are agreed to in
an initial
and individual cursory meeting with the team leader.
The team may agree to relate via a set of ground rules using
words
that nobody could possibly object to, but nobody knows what
they
really mean in practice: ‘be honest’, ‘team before self’, ‘have
fun’, and
so on.
Co
95. it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
96. _____________________________________________________
_
78
Storming
Tuckman’s next stage is storming. This is a description of the
dynamic
that occurs when a team of individuals come together to work
on a
common task, and have passed through the phase of being nice
to one
another and not voicing their individual concerns. This dynamic
occurs
as the team strives or struggles to answer fully the questions
postulated
in the forming stage.
Statements articulated (or left unsaid) in some fashion or form
might
include ones such as:
• I don’t think we should be aiming for that.
• This structure hasn’t taken account of this.
• There are rather a lot of grey areas in our individual
accountabilities.
• Why was he appointed as team leader when he hasn’t done
this
before?
• I don’t know whether I can work productively with these
people.
97. • How can we achieve our goals without the support from
others in
the organization?
An alternative word to storming is ‘testing’. Individuals and the
team as
a whole are testing out the assumptions that had been made
when the
team was originally formed. Obviously different teams will
experience
this stage with different degrees of intensity, but important
points to note
here are:
• it is a natural part of the process;
• it is a healthy part of the process;
• it is an important part of the process.
The storming phase – if successfully traversed – will achieve
clarity on
all the fundamental questions of the first phase, and enable
common
understanding of purpose and roles to be achieved. In turn it
allows
the authority of the team leader to be seen and acknowledged,
and it
allows everyone to take up his or her rightful place within the
team. It
also gives team members a sense of the way things will happen
within the
Co
py
100. te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
101. 79
team. It becomes a template for future ways of acting, problem
solving,
decision making and relating.
Norming
The third stage of team development occurs when the team
finally settles
down into working towards achievement of its task without too
much
attention needed on the fundamental questions. As further
challenges
develop, or as individuals grow further into their roles, then
further
scrutiny of the fundamental questions may happen. They may be
dis-
cussed, but if they instead remain hidden beneath the surface
this can
result in loss of attention on the primary task.
Tuckman suggests in his review of the research that this settling
pro-
cess can be relatively straightforward and sequential. The team
moves
through the storming phase into a way of working that
establishes team
norms. It can also be more sporadic and turbulent, with the team
needing
further storming before team norms are established. Indeed
some readers
might have experienced teams that permanently move back and
forth
between the norming and storming stages – a clear signal that
102. some team
issues are not being surfaced and dealt with.
Performing
The final stage of team development is performing. The team
has success-
fully traversed the three previous stages and therefore has
clarity about
its purpose, its structure and its roles. It has engaged in a
rigorous process
of working out how it should work and relate together, and is
comfort-
able with the team norms it has established. Not only has the
team
worked these things through, but it has embodied them as a way
of work-
ing. It has developed a capacity to change and develop, and has
learnt
how to learn.
The team can quite fruitfully get on with the task in hand and
attend
to individual and team needs at the same time.
Adjourning
A fifth stage was later added that acknowledged that teams do
not last
for ever. This stage represents the period when the team’s task
has
been completed and team members disperse. Some practitioners
call this
stage mourning, highlighting the emotional component. Others
call it
transforming as team members develop other ways of working.
105. pe
rm
it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
106. The underpinning theory
_____________________________________________________
_
80
THE LEADERSHIP ISSUES IN TEAM CHANGE
FOOD FOR THOUGHT
Ralph Stacey, in his book Strategic Management and
Organisational
Dynamics (1993), describes what happens when a group is
brought
together to study the experience of being in a group, without
any further
task and without an appointed leader. Known as a Group
Relations
Conference and run by the Tavistock Institute in London, this
process
involves a consultant who forms part of the group to offer views
on the
group process but otherwise takes no conscious part in the
activity.
This:
always provokes high levels of anxiety in the participants…
which… find
expression in all manner of strange behaviours. Group
discussions take
on a manic form with asinine comments and hysterical
laughter… the
participants attack the visiting consultant… becoming
incredibly rude….
107. Members try to replace the non-functioning consultant… but
they rarely
seem to be successful in this endeavour. They begin to pick on
an
individual, usually some highly individualistic or minority
member of the
group, and then treat this person as some kind of scapegoat.
They all
become very concerned with remaining part of the group,
greatly fearing
exclusion. They show strong tendencies to conform to rapidly
established
group norms and suppress their individual differences, perhaps
they are
afraid of becoming the scapegoat… the one thing they hardly do
at all is
to examine the behaviour they are indulging in, the task they
have actually
been given.
The situation described in the box offers a way of exploring
some of the
unconscious group processes that are at work just below the
surface.
These are not always visible in more conventional team
situations. The
work of Bion (1961) and Scott Peck (1990) is useful to
illuminate some of
the phenomena that can be observed and experienced in groups,
and
highlight the challenges for leaders.
Moving through dependency
In any team formation the first thing people look for is someone
to tell
111. Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
81
believe someone else knows what the task is and how it should
be
done.
In any unfamiliar situation or environment people can become
dependent. Jon Stokes (in Obholzer and Roberts, 1994)
describes what
Bion observed in his experience with groups and called basic
group
assumptions:
a group dominated by basic assumption of dependency behaves
as if its
primary task is solely to provide for the satisfaction of the
needs and wishes
of its members. The leader is expected to look after, protect and
sustain the
members of the group, to make them feel good, and not to face
them with
the demands of the group’s real purpose.
The job of the leader, and indeed the group, is not only to
establish leader-
ship credibility and accountability but to establish its limits.
This will
imbue the rest of the team with sufficient power for them to
112. accomplish
their tasks. The leader can do this by modelling the taking of
individual
responsibility and empowering others to do the same, and by
ensuring
that people are oriented in the right direction and have a
common under-
standing of team purpose and objectives.
Moving through conflict
Bion’s second assumption is labelled ‘fight or flight’. Bion
(1961) says:
There is a danger or ‘enemy’, which should either be attacked
or fled from
… members look to the leader to devise some appropriate
action… for
instance, instead of considering how best to organize its work, a
team may
spend most of the time worrying about rumours of
organizational change.
This provides a sense of togetherness, whilst also serving to
avoid facing the
difficulties of the work itself. Alternatively, such a group may
spend its time
protesting angrily, without actually planning any specific action
to deal with
the perceived threat.
The threat might not necessarily be coming from outside, but
instead
might be an externalization – or projection – from the team. The
real
threat is from within, and the potential for conflict is between
the leader
116. EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
82
honest exchange of views, or by seeking clarity and gaining
agreement
on roles and responsibilities.
Moving towards creativity
The third assumption that Bion explored was that of pairing.
This is:
based on the collective and unconscious belief that, whatever
the actual
problems and needs of the group, a future event will solve them.
The group
behaves as if pairing or coupling between two members within
the group,
or perhaps between the leaders of the group and some external
person,
will bring about salvation… the group is in fact not interested
in working
117. practically towards this future, but only sustaining a vague
sense of hope
as a way out of its current difficulties… members are inevitably
left with a
sense of disappointment and failure, which is quickly
superseded by a hope
that the next meeting will be better.
Once again there is a preoccupation. This time it is about
creating some-
thing new, but in a fantasized or unreal way, as a defence
against doing
anything practical or actually performing. The antidote of
course is for the
leader to encourage the team members to continue in their
endeavours
and to take personal responsibility for moving things on.
Collaborative
working requires greater openness of communication and data
flow.
Moving through cohesion and cosiness
Turquet (1974) has added a fourth assumption, labelled
‘oneness’. This is
where the team seems to believe it has come together almost for
a higher
purpose, or with a higher force, so the members can lose
themselves in a
sense of complete unity.
There are parallels to the stage of performing but somehow,
once again,
the team has fallen into an unconscious detraction from the
primary task
in hand. Attainment of a sense of oneness, cohesiveness or
121. yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
83
STOP AND THINK!
Q 2.7 Imagine that you are one of a team of five GPs working at
a local
practice. You want to initiate some changes in the way the team
approaches non-traditional medical methods such as counsel-
ling, homeopathy and osteopathy. The GPs meet monthly for
one
hour to discuss finances and review medical updates. They do
not really know each other well or work together on patient
care.
There is no real team leader, although the Practice Manager
takes
the lead when the group discusses administration.
122. Using one of the models of team development described above,
explain how you could lead the team towards a new way of
working together. What obstacles to progress do you predict,
and
how might you deal with them?
HOW INDIVIDUALS AFFECT TEAM DYNAMICS
Here we use the Myers-Briggs Type Indicator™ to see how
individual
personalities might influence and be influenced by the team. We
also use
Meredith Belbin’s (1981) research into team types to indicate
what types
of individuals best make up an effective team.
MBTI™ and teams
The Myers-Briggs Type Indicator™ suggests that if you are a
particular
type you have particular preferences and are different from
other people
of different types (see Table 1.5 for MBTI™ types). This means
that when
it comes to change, people with different preferences react
differently to
change, both when they initiate it and when they are on the
receiving
end of it. This is also true when you are a member of a team.
Different
people will bring their individual preferences to the table and
behave in
differing ways.
Co
125. it
te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
129. ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
85
• Some will be keen to move things on by getting things to
run more effec-
tively and efficiently. They will be most interested in doing
things now.
• Some will be particularly inventive and want to try
130. something
different or novel. They will be all for changing things.
The use of MBTI™, or any other personality-profiling
instrument, can
have specific benefits when teams are experiencing or managing
change.
It can identify where individuals and the team itself might have
strengths
to be capitalized on, and where it might have weaknesses that
need to
be supported.
Behaviours exhibited by team members will run ‘true to type’,
so know-
ing your preferences and those of the rest of the team will help
aid under-
standing. It is also true that different team tasks might be
suitable for
different types – either because they are best matched or
because it pro-
vides a development opportunity. Surfacing differences helps
individuals
see things from the other person’s perspective, and adds to the
effective
use of diversity within the team.
Researching in the health care industry, McCaulley (1975) made
the
point that similarity and difference within teams can have both
advan-
tages and disadvantages:
• The more similar the team members are, the sooner they
will reach
common understanding.
131. • The more disparate the team members, the longer it takes
for under-
standing to occur.
• The more similar the team members, the quicker the
decision will be
made, but the greater the possibility of error through exclusion
of
some possibilities.
• The more disparate the team members, the longer the
decision-
making process will be, but the more views and opinions will be
taken
into account.
McCaulley also recognized that teams valuing different types
can ultim-
ately experience less conflict.
A particular case worth mentioning is the management team.
Management teams both in the United States and the United
Kingdom
are skewed from the natural distribution of Myers-Briggs types
within the
whole population. Typically they are composed of fewer people
of the
feeling types and fewer people of the perceiving types. This
means that
Co
py
ri
gh
t
134. de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
86
135. management teams, when making decisions about change, are
more
likely to put emphasis on the business case for change, and less
likely
to think or worry about the effect on people. You can see the
result of
this in most change programmes in most organizations. They are
also
more likely to want to close things down, having made a
decision, rather
than keep their options open – thus excluding the possibility of
enhanc-
ing and improving on the changes or responding to feedback.
There are some simple reminders of the advantages and
disadvantages
of the preferences for teams making decisions about managing
change
within organizations listed in Table 2.5.
Table 2.5 Complementarity and conflict in teams
Extroversion
Needed to raise energy,
show enthusiasm, make
contacts and take action.
But they can appear
superficial, intrusive and
overwhelming.
Where
individuals
draw their
136. energy from
Introversion
Needed for thinking
things through and
depth of understanding.
But can appear
withdrawn, cold and
aloof.
Sensing
Needed to base ideas
firmly in reality and be
practical and pragmatic.
Can appear rather
mundane and
pessimistic.
What an
individual pays
attention to or
how he/she
receives data
and information
Intuition
Needed to prepare for
137. the future and generate
innovative solutions.
Can appear to have head
in the clouds, impractical
and implausible.
Thinking
Needed to balance
benefits against the costs
and make tough
decisions.
Can appear rather
critical and insensitive.
How an
individual
makes
decisions
Feeling
Needed to be in touch
with emotional
intelligence, to negotiate
and to reconcile.
Can appear irrational
and too emotional.
141. S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
87
STOP AND THINK!
Q 2.8 What team role(s) are you likely to use?
142. Q 2.9 What are the advantages and disadvantages of each of the
eight
roles?
Belbin’s team types
What people characteristics need to be present for a team to
function
effectively? Belbin (1981) has been researching this question
for a number
of years. The purpose of his research was to see whether high
and low
performing teams had certain characteristics. He looked at team
members
and found that in the higher performing teams, members played
a role
or number of roles. Any teams without members playing one of
these
roles would be more likely to perform at a lower level of
effectiveness.
(Of course different situations require certain different
emphases.) He
identified the roles shown in Table 2.6, with their contributions
and
allowable weaknesses.
Belbin concluded that if teams were formed with individuals’
preferences
and working styles in mind, they would have a better chance of
team
cohesion and work-related goal achievement. Teams need to
contain a
good spread of Belbin team types.
Different teams might need different combinations of roles.
Marketing
146. r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
88
Table 2.6 Belbin team-role summary sheet
Co
py
149. te
d
un
de
r
U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
150. 89
implicitly and explicitly pronounce that their employees need to
work in
the spirit of teamwork and partnership.
It was therefore interesting for the authors to discover that there
was
a real lack of any authoritative research on the interplay
between organ-
izational change and teamworking. We have seen the effect that
change
has on individuals and groups of individuals, but what has not
been
studied is the effect of change on teams. And as a consequence
there is
very little research on strategies for managing and leading
teams through
organizational change.
Whelan-Berry and Gordon (2000), in their research into
effective organ-
izational change, conducted a multi-level analysis of the
organizational
change process. To quote them:
They found no change process models at the group or team level
of analysis
in the organization studies and change literature. Literature
exists which
explores different aspects of team or group development, team
or group
effectiveness, implementation of specific interventions, and
organizational
and individual aspects of the change, but not a group/team
151. change process
model … the lack of change process models for the team or
group level
change process in the context of organizational change leaves a
major
portion of the organizational change process unclear.
They continue:
The primary focus of existing organizational change models is
what to do as
opposed to explaining or predicting the change process. Most of
the models
implicitly, and a few explicitly, acknowledge the inherent (sub)
processes
of group level and individual level change, but do not include
the details of
these processes in the model. The question is how does the
change process
vary when considered across levels of analysis? For example,
how does a
vision get ‘translated,’ that is, take on meaning, in each location
or depart-
ment? In addition, what happens at the point of implementation?
We must
‘double click’ at the point of implementation in the
organizational level
change process; that is, we must look at the group and
individual levels
and their respective change processes to understand the
translation and
implementation of the organizational-level change vision and
desired change
outcomes to group and subsequently to individual meanings,
frameworks,
and behaviours.
155. on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
Table 2.7 Teams going through change
Team type Group Work Parallel Project Matrix
Propensity to
initiate change
Dependent on
nature and
composition of
group
Limited Limited in terms of
organizational impact
Potentially high
depending on integration
into organization
Fair given propensity
to address change
Propensity to
adapt to change
Dependent on
purpose and
156. composition of
group
Dependent on team
members and team
culture
Dependent on purpose
and team members
Theoretically high.
Good for limited changes
in scope but not total
Dependent on
degree of enabling or
disabling structure
Advantages
during change
Difficult to get
alignment
Good at
implementation once
it is clear
Good for pilot schemes Good focus for specific
implementation goals
Flexible, so good for
initiating ideas
Disadvantages
during change
157. Useful for
coming up with
out-of-the-box
ideas
Does not like change
too often
Can become alienated
through failure, or
through boasting about
success
Not good for tackling
complex topics such as
values or leadership
Leadership
sometimes not clear,
so discussion can go
on for ever
Advice for
leaders
Good for
initiating ideas
and spreading
the word
Need to involve the
leaders or shapers of
these teams early –
especially if you need
their commitment
161. U.
S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the Models, Tools
and Techniques of Organizational Change
Account: s7348467
Team type Virtual Network Management Change
Propensity to
initiate change
Limited unless project-
specific
162. Potentially large depending
on nature and composition
of group
Theoretically and practically high.
Typically should be the team that
initiates change
Raison d’être
Propensity to
adapt to change
Dependent on purpose
and team members
Dependent on purpose and
team members
Theoretically and practically high.
Sometimes will have difficulty
adapting to others’ change
Theoretically and
practically high
Advantages
during change
Brings disparate groups
together if tightly focused
Wide reaching, so good for
sharing sense of purpose
and sense of urgency
163. Powerful, so makes an impact Has increased
energy and sense of
purpose because it
was set up to make
change happen
Disadvantages
during change
Lack of cohesion means
purpose may be
misunderstood and
important issues are not
raised
Not good for monitoring
implementation because of
lack of process and
regularity
Often resistant to changing through
lack of time or lack of teamwork, so
role-modelling of desired changes
can be weak. Focus on events after
the launch often poor due to packed
agenda and belief that it will all
happen smoothly
Not impactful if it
lacks influence
(presence of
powerful people)
Advice for
leaders
167. S.
o
r
ap
pl
ic
ab
le
c
op
yr
ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the Models, Tools
and Techniques of Organizational Change
Account: s7348467
The underpinning theory
_____________________________________________________
_
92
Team development processes are dis-
turbed in times of change. An external
event can shift a performing team back
168. into the storming stage. Only teams that
are quite remote from the changes can
simply incorporate a new scope or a new
set of values and remain relatively
untouched.
SUMMARY AND CONCLUSIONS
• Groups and teams are different, with different
characteristics and
different reasons for existing.
• Teams are important in organizational life for
accomplishing large or
complex tasks.
• Teamwork is important for management teams when they
work on
risky issues that require them to share views and align.
• There are many different types of organizational team,
each with
significant benefits and downsides.
• Teams can become more effective by addressing five
elements:
– team mission, planning and goal setting;
– team roles;
– team operating processes;
– team interpersonal relationships;
– inter-team relations.
• Teams develop over time. Tuckman’s forming, storming,
norming
and performing model is useful for understanding this process.
172. ig
ht
l
aw
.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467
_____________________________________________________
__________ Team change
93
• The composition of a team is an important factor in
determining how
it can be successful. Belbin says that well-rounded teams are
best.
Deficiencies in a certain type can cause problems.
• The Myers-Briggs profile allows mutual understanding of
team
members’ preferences for initiating or adapting to change.
• Belbin’s team types offer a way of analysing a team’s
fitness for
purpose and encouraging team members to do something about
any
significant gaps.
173. • Leaders need to be aware of the types of team available
during a
change process, and how to manage these most effectively.
Below is a summary checklist of the key questions you need to
be asking
and answering before, during and after the change process:
• Where are the teams affected by the change process?
• What types of team are they and how might they respond
to change?
• What do they need to be supported through the change
process?
• How can we best use them throughout the change process?
• What additional types of team do we need for designing
and imple-
menting the changes?
• As all teams go through the transition, what resources
shall we offer
to ensure they achieve their objectives of managing business as
usual
and the changes?
• How do we ensure that teams that are dispersing, forming,
inte-
grating or realigning stay on task?
• What organizational process do we have for ensuring
teams are clear
about their:
177. EBSCO Publishing : eBook Collection (EBSCOhost) - printed
on 9/13/2016 2:23 PM via AMERICAN PUBLIC UNIV
SYSTEM
AN: 958433 ; Cameron, Esther, Green, Mike.; Making Sense of
Change Management : A Complete Guide to the
Models, Tools and Techniques of Organizational Change
Account: s7348467