Implementation in the Leaders Organization
How did teams get implemented in the Leader’s organization? Were they successful? What could have been done better? (Chapter 10). Chapter 9: Foundations of Group Behavior Chapter 10: Understanding Work Teams Where Have We Been? Last week, we examined motivational concepts and applications in great depth. We enjoyed enlightening discussions about how motivation can be applied to individuals and groups for achieving organizational goals. It was your sharing of personal experiences and feelings that enhanced our learning experience.Where Have We Been? Last week, we examined motivational concepts and applications in great depth. We enjoyed enlightening discussions about how motivation can be applied to individuals and groups for achieving organizational goals. It was your sharing of personal experiences and feelings that enhanced our learning experience. Where Are We Headed? This week, we cross out of the realm of the individual and into the realm of the team. Our TCO this week focuses on group dynamics and decision making, and there is no better organizational framework to explore those topics than the team. Just as there are multiple flavors of motivational theories, there are also multiple types of teams that can be brought together formally or informally for a host of reasons. Despite potentially disparate goals and objectives, most teams have a similar developmental cycle, and there are a few basic keys to success. Our readings, not surprisingly, start with the review of the group’s behavior and how individuals within an organization traditionally interact with one another. Of particular note early in the reading is the explanation of social network analysis and how analyzing the informal groups and communication channels within an organization may frequently tell you more about how work actually gets accomplished than a study of formally sanctioned groups and teams. Our weekly lesson highlights virtual teams, which have an increasingly greater relevance in today’s workplace (and classroom). Our second chapter examines the critical skill of communication. As we all would agree, there is no substitute for good communication. If the organization’s strategic plan can not be completely communicated to everyone in the organization, then success can not be realized. We will discuss organizations that do this very well and unfortunately, some that do not.
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