Drama Logbook Example Essay Example for Free

Drama Logbook Example Essay Today before drama class started I was really tired and really couldnt be bothered for class. I hope this didnt affect what happened in class, I dont think it had that much of an affect. Mr McPhee gave us a lot of talks today which provided us with less time to work in our groups. After Mr McPhee marked the roll he told us about the new school policy with mobile phones. Instead of only getting punished during school hours with a mobile phone, this policy now applies even if we are on the school campus. The next thing he talked about was a story about his flat mate long ago. His friend was Japanese and during the time where he was learning how to speak English, the teacher saw a spider and killed it. His friend was appalled and told him that spiders are mans best friend because it kills insects for us and also its harmless to humans. Spiders are entitled to as much life as we were. They are more scared of us then we are of them. When he finished telling us his story we finally were sent into our groups to work. Phillip and I just took a seat in front of Mr McPhees table to wait for the girls to get ready. They took a while to get started, but eventually they got there. He had to call her mum to get some money and Lisa and Amanda had to get changed into tights again for better working conditions. He turned on the air conditioning for us. Eventually they came and we got started. Lisa and Amanda got the blocks for us this lesson and put it on the floor. He told us that we should have done it, but we were tired. Lisa was really eager to just go through the whole thing first whereas the rest of the group wanted to talk about the start and how we could improve the start. Eventually we caved and decided to just go through what we had so far. We made our way through the work before He stopped our group and told us that we needed to make our starting thing more dynamic and powerful. He also stopped us at another poin t where he told us that the deliver of the words would be influenced by the character. We took his advice and built upon this. Phillip had to redo his line over again so many times, it was pretty funny. We also tried to work on the start but decided to work with it next lesson. Even though we knew what we were doing, we kept messing up and it took us a long time to get through what we had. We added some little details and refined what we had. It was more of a rehearsal then adding to it this lesson. Once we reached the end of what we had plan we all took a seat. The next thing we had to do was plan another persons segment. Phillip was suppose to be next but it was too hard so we decided to brainstorm Jeannettes. It was still too hard so we just brainstormed in general. In the end we managed to sketch in simple terms what the foundations of each of their performances would be. Jeannette would be along the lines of each of Jeannette thinks that each of us are a fairytale character but the truth is shes only seeing things and we are just ordinary people. Phillips one would be the one we decided before, Lisa didnt like this idea for a reason but I liked it. Lisas one would be about her not fitting in to society so she tries to copy people to fit in with the rest of society and makes friends but she fails. At the end of the lesson, Georges group volunteered to go do their work in progress today. They wanted feedback and advice on how to improve and some negative and positive feedback from Mr Mcphee. Even though they didnt have enough time to hear the feedback, they were able to perform most of their piece. From what I saw I noticed that their piece had a lot of exiting the stage which was bad. I liked the fact that they used their bodies to turn into machines and I liked the story of their idea ! Their story was basically a girl who is writing in her diary about the different dreams she wants to have and eventually she falls asleep and dreams about meeting all of them. Firstly she meets Harry Potter and then she runs into Alice from Wonderland and then its James Bond and lastly its Juliet. It was pretty well how they blended all the stories together. The bell rang and we were dismissed. The teacher said he would give them feedback next time.

The Impact Of Leadership Styles

The Impact Of Leadership Styles Leadership styles Leaders have their own style, which is fine if they can find a situation that requires that style of leadership. Being able to adapt the leadership style according to the situation and the state of the grope or team are flexible leadership example: taking charge when a team is forming but playing the role of coach when a team is managing itself well. One the fundamental principle of leadership style is to change according to the circumstances such as Situational Leadership (develop by Blanchard and Hersey in the late 1960s). According to Hersey and Blanchard, a leader is concerned with the task to be performed and with building relations with his employees. A leader may focus on work, building a team or building relationship with his or her employees, according to a combination of all these concerns Hersey and Blanchard proposed four leadership styles. Style 1 Indicating high concern for the task and low concern for people. Style 2 Showing High Concern for Task and People. Style 3 Having high concern for people and low for the task. Style 4 Indicating Low Concern for the task and Low Concern for people. According to them all the classified four styles are functional; it is according to their relevance situation that is important. Leadership styles in the situational model can be classified according to the amount of task and relationship behavior the leader engages in. Task related behavior also known as Regulating behavior since a leaders behavior revolves on regulating his or her group members and their task completion, other leaders concentrate on building personal relationship, which is called nurturing behavior. Regulating Behavior A Leader engages in one-way communication , who gives clear instructions of group roles and informs the group members what to do, where to do, and how to do, and closely supervises their activities and performance. Structure, Control, Supervise are the regular behavior of the leaders. Nurturing Behavior A Leader who engages in dual communication he who listens, provides support and encouragement, facilitates, interaction and involves the group in decision making. Praise, Listen, and Facilitate these are the regular behavior of the leaders Source (Pareek, 2007). Transformational versus Transactional leadership Achieving the current objectives efficiently by helping the organization by clarifying the needs and desires of the employee is known as transactional leadership. This type of leadership behavior improves employees performance and satisfaction. The transactional leaders focus on running the organization smoothly and efficiently. The transactional leader creates a clear structure and clear instructions to his or her subordinates regarding their work and rewards subsequently. Punishment is understood since it is not mentioned .The discipline system is usually in place. This type of leadership is a popular approach with the most of the managers. Transformational leadership have the ability to change the vision, strategy and culture of the organization based on personal values, beliefs, and qualities, Transformational leadership enable the followers to become leaders. Transformational leadership go beyond the immediate task that is the functions build the competencies of individuals and group and enable them to achieve targets that the organization or the individual would have not expected to achieve. Transformational leadership change the organizations strategies and culture so they are successful with the surrounding environment, they are the changed agents who show the direction to the employees to a new set of organizational values and behaviors. Empowering, risk taking clarity of mission, team building, equanimity, and evolving trust are few of the characteristics of transformational leaders Source (Theory of Transformational LeadershipRedux, Winter 1995). Transformational versus charismatic leadership Many researches do indicate that the two types of leadership as essentially equivalent, some others theorists say they are distinct and few other scholars say charismatic leadership is an ingredient of transformational leadership or charismatic leadership is the highest degree of transformational leadership. The third group of scholars separate charismatic leadership from transformational leadership. They say charisma is a personal trait referent power over followers, whereas transformational leadership is a set of behaviors that people use to lead the change process. Transformational leadership enables the followers to become leaders. Charismatic leaders are also known as heroic leaders by some of the research; they build allegiance in followers but do not necessarily change the organization. They use the power to serve others, they consider and learn from criticism and also they encourage followers to question leaders view. In many theories the leadership behaviors of charismatic a nd transformational leadership appear to be similar with very few important differences is evident as well. Transformational leaders will be doing lots of work which will make the employees more dependent on the leaders such as developing followers skill and self-confident, giving information to sensitive information and decentralizing the authorities. Transformational leaders at any level in any organization can easily be determined according to Bass since this type of leadership is globally relevant for very situation. Charismatic leaders are more proactive, do more things that creates an image of extraordinary competence for the leaders such as restricting information, risk taking and unconventional behavior. Charismatic leaders are rare, and appear to be more dependent only on favorable conditions in an organization and these leaders are very common for new organizations as visionary entrepreneurs or reformers. Charismatic leaders are usually more extreme Source (House, et al., 1994), (Avolio, et al., 1985). Distinguishing characteristics of charismatic and Non charismatic Leaders Non Charismatic Leaders Charismatic Leaders Likableness Likable leaders have shared perspective Idealized Vision and an honorable hero makes leader liable. Trustworthiness Disinterested advocacy in persuasion attempts. Leaders are passionate advocacy by taking personal risk. Relation to status quo Status quo is being maintained. Change of atmosphere is being created. Future Goals Goals are limited with very few discrepant from status quo. Vision of Idea which is highly discrepant from status quo. Articulation Articulation is weak in goals and motivation to lead. Motivation to lead and articulation of vision is very strong. Competence To achieve goals within framework of existing order with available means. Unconventional means is used to transcend the existing order. Behavior Conventional Unconventional Source: Conger, et al., 1998 Characteristics of Three Styles of Leadership Authoritarian or Autocratic This style is used when leaders take decisions from their position, control of rewards and coercion. The autocratic leaders group performance is almost good since they are characterized by positive feelings. This type of style can be used when you have all the information to solve problem, you are short on time, and your employees are well motivated. From the experiments of Lewis et al. it was found that this style resulted in very high level of discontent. Some leaders tend to think of this style as a tool for abusing, using unprofessional language, and leading by threats and abusing their power. This is not the authoritarian style, bossing people around. It has no place in a leaders repertoire. The authoritarian style should only be used occasions Source (Patterns of Aggressive Behavior in Experimentally Created Social Climates, 1939). Participative (Democratic) Democratic leader involve their people (one or more employees) in decision making (determining what to do and how to do it) encourages participation and depends on subordinates respect for influence, this style of leadership partly explains the reason for empowerment of employees. The group members of a democratic leader perform well even when the leader is absent. However, the leader maintains the final decision making authority. Employees usually like democratic decision making, it is a sign of strength that your employees will respect. Democratic leadership however will find it difficult when options differ and it will difficult to arrive at a final decision. By this style is of mutual understanding it allows the employees to become part of the team and allows the leader to make better decisions Source (Field Theory and Experiment in Social Psychology Concepts and Method, 1939). Laissez-faire In this style, the leader has a minimum involvement in decision making; the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is successful when the employees are able to analyze the situation and determine what needs to be done and how to do it, and where there is no requirement for a centralized coordination. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. It was discovered by Lewin et al. that the democratic style was the most effective style of leadership. A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include, using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situa tion is a new environment for the employee. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team. You cannot do everything and the employee needs to take ownership of her job! In addition, this allows you to be at other places, doing other things Source (Pareek, 2007). The Impact of Leadership in Organizations The leadership has the ability to motivate and influence other leaders and the employees to achieve organizational goals through process of change. So are all the leaders are good and effective? Should all the organizations adopt a single approach to leadership? To analysis this leadership there is three types, which are individual leadership, group leadership and organizational leadership. Each of these types of leadership has a tremendous impact on how leaders are classified and viewed. The leadership theories revolve around describing traits of a leader, however, however the modern theories have tried to explain the impact through behavioral approaches. Motivation and process theories were later developed to determine the relationship and affect a leader had on the individual and group within an organization. Training has development has been a prominent development in the world of Organizational Behavior (OB) as organizations sought innovative methods for feedback and to regenerate their culture. This type of practiced has positively affected many organizations, the short-term results of coaching has given insight view of level 3 leadership which has been incorporated by both transactional and transformational leadership styles, however for organizations to achieve prominence and market share in their respective industry further development of leaders to a Level 5 leadership style was required. As the hierarchy in leadership position, power, control and achievement grew with the leaders success, some well known companies such as GE under the leadership of Jack Welch found themselves in the search of true leaders. It will be demonstrated that although such a leader may be detrimental to the organization, narcissistic leaders have also proven vital to the revival of these same organizations. Future planning is very important in the long-term growth of an organization in order to retain and attract the new leaders of tomorrow. Organizations need to be constant in terms of direction and control an effective leader has influenced in the past, and effective planning for the future leaders to continue the successful organization. The ever growing challenges that leaders face in the changing environment and coping with such difficult tasks such as interface management, change management, knowledge management and group dynamics within projects has been a task to balance and overcome. An effective leader increases the positive emotions within their organizations, they choose to do so a clear and compelling vision, but also have deep personal humility and an intense professional will Source (Sturek, 2005). Conclusions Leadership is a complex concept that has clearly demonstrated that developmental style is the most desirable style and it is associated with creation of empowerment, growth, learning, morale and satisfaction on the part of the employees. In Common terms this style creates resonance while the critical climate creates dissonance. In future the leadership programs should concentrate on the developmental style as a desirable style. This results in indicating the potential of all the situations chosen in predicting the leadership style. The style of leadership gets noticed consistently in most of the situation. Leadership style based feedback should perhaps focus on this in future.

Kaleidoscopes of Light: Reflecting on Namibian Faith and Culture :: Essays Papers

Kaleidoscopes of Light: Reflecting on Namibian Faith and Culture In this illuminating semester in Southern Africa, my Christian beliefs have been colored with light from kaleidoscopes of cultures and people. I have been heavily challenged, strengthened anew, and turned on my head more than once. Perhaps most explicitly, I have learned about the role of religion in social change in Namibia, from study in this course, in visiting eight different churches over the course of three months, and in building relationships with inspiring Namibians. As I prepare to make my return journey home, I wonder if I will be prepared to share and describe what religious frustrations and exaltations of faith have filled my days. I wonder if my spiritual curiosity will continue to refine and deepen my appreciation for the meaning of Christianity in my life, especially as I return to work in a Christian summer camp in Montana. I wish I could say that the message of unconditional love cradled in the scripture of my faith has struck me anew during my time here. But my experiences have filled me with more spiritual questions and concerns than answers of affirmation. This is adventuresome and stimulating, to say the least, and I am glad for the challenge provided here; faith should never be a docile and lame journey of life. Throughout our religious classes this semester, meeting religious leaders and human rights activists has fueled my understanding of the meaning of Christianity. In lectures from community leaders, pastors and counselors, our class discussions bore witness to Christianity’s original context in Southern Africa, its profound role in the liberation struggle and its potential in continuing processes of reconciliation in Namibia. Reading historical reviews and articles of colonialism and apartheid exposed me to the heart-rending effects of religion in this country. What still strikes me to the core about what I’ve learned is the good religious communities can offer this nation. As our articulate speaker Rev. Nangula Kathindi, President of the Namibian Council of Churches, demonstrates with her words and her work, church involvement in breaking the wall of silence surrounding SWAPO atrocities and human rights violations is for the empowerment of Namibians everywhere. Her posit ion of authority within the church gives a fresh perspective on the role of the church playing into everyday life in Namibia, and how its influence can be used for progressive change today. The words of Kathindi fill me with hope for the future generations of Namibia; she is a living testament to the power of churches reshaping the race-war worn lives of Namibians today.

Management and Leadership Essay -- essays research papers

Leadership and Management are two notions that are often used interchangeably. However, these words actually describe two different concepts. For this paper, I am going to try to discuss these differences and explain why both terms are thought to be similar. Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Organization  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Planning  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Staffing  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Directing  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Controlling Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. â€Å"For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated†(Predpall, 30).   Ã‚  Ã‚  Ã‚  Ã‚  In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.   Ã‚  Ã‚  Ã‚  Ã‚  Managers think incrementally, while leaders think radically. â€Å"Managers do things right,... Management and Leadership Essay -- essays research papers Leadership and Management are two notions that are often used interchangeably. However, these words actually describe two different concepts. For this paper, I am going to try to discuss these differences and explain why both terms are thought to be similar. Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Organization  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Planning  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Staffing  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Directing  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Controlling Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. â€Å"For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated†(Predpall, 30).   Ã‚  Ã‚  Ã‚  Ã‚  In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.   Ã‚  Ã‚  Ã‚  Ã‚  Managers think incrementally, while leaders think radically. â€Å"Managers do things right,...

Oregon Geography Essay -- essays research papers

The Oregon Coast runs from north to south along the Pacific Ocean. Oregon is three-hundred and sixty miles long and two-hundred and sixty miles wide, making it the ninth largest state. Oregon is bordered by California and Nevada on the south, Washington on the north, Idaho on the west and of course, the Pacific Ocean. Oregon's nickname is the Beaver State because in the nineteenth century beaver skins were very valuable to trappers in the area. The longitude in Oregon is 116 45W to 124 30W. The Latitude is 42N to 46 15N. The Highest point in Oregon is Mount Hood reaching 11,239 feet high. The lowest point in the state of Oregon is the Pacific Ocean. According to www.netstats.com the average elevation in Oregon is 3,300 feet above sea level. Oregon is known for its lumber about one tenth of the United States lumber is in Oregon. Oregon is also the leading lumber provider in the United States. Oregon has 3.3 billion dollars lumber and wood industry. It also has an 859 million dollar paper and allied manufacturing industry. The two leading manufactured items in the state of Oregon are lumber and paper. The states natural beauty and grade A quality of life has helped it economic and population growth. The past twenty years, Oregon has reduced its heavy involvement in natural resources and has increased its industrial diversity. According to www.merriamwebster.com Oregon has a very high unemployment rate but is slowly decreasing as the states per capita income increases. The major products in Oregon are lumber, water, and fish. Symbols are very important to a state. Oregon has three major symbols. The first symbol is the hazelnut. Oregon grows ninety-nine percent of the entire United States commerc... ... by going to the Columbia River Maritime Museum home to one of the nations finest display of model artifacts. Then we would head down to the Astoria Bridge. The Bridge is over four mile long and it is a nice walk. There is also many activities for families. Families could go fishing, cycling, scuba diving, windsurfing, and surfing. There are limitless options on the Oregon Coast. Lastly, after being on the coast for four days we would head back into Eugene where we would fly out of, and attend a Oregon Ducks Football game. Eugene holds a cultural center for Oregon. Before the football game we would walk down to Saturday morning market, and experience new things. In conclusion with this tour, Oregon holds some of the countries most valuable resources. The geographers on this tour will be more knowledgeable about the Oregon Coast, and its surroundings.

Logistics and E-Business in Dell Inc.

Introduction This brief purports to provide a critical evaluation of planning and organising efficient operations and networking. It also aims to analyse the problems associated with the control of component activities and quality. In particular, the critical discussion is centred on the effect of process technology and e-business on Dell Inc., evaluating such effect on its logistical and operational capability. Dell Inc. is a computer company founded in 1984, which became a market leader in the worldwide selling of personal computer products and services. It adopts a simple concept of direct selling of computer systems to customers, which enables it to establish every system to order and offer preconditioned systems for customers at well-competitive prices. Compared to its competitors, the company is able to introduce latest technology more rapidly, utilise supply chain techniques and customer-centred manufacturing, and provide an average of four days for inventory turn-over. This process has resulted in a ratio of 1:5, in which a Dell computer is being sold worldwide for every five standards-based computer system (Rushton and Walker, 2007). Dell also made a report in 2006 that 44 per cent of its sales came from the US, and its revenue in China grew by 29 per cent. Additionally, an 18 per cent increase was experienced for its shipments in Europe, Africa, and Middle East. It was able to maintain its number one position in the US market for personal computing, in which it recorded a market share of 32 per cent. In 2006, Dell opened 14 new manufacturing and development facilities vis-a-vis maintaining significant investments in the US, China, and Germany, amongst others (Rushton and Walker, 2007). Process technology and e-business in Dell Before directly addressing the effect of process technology and e-business on Dell Inc., it is deemed necessary to clarify the concept of e-business. According to Harsono (2014), e-business refers to as a set of business models and practices enabled by Internet technologies whose emphasis is on networks of customers, suppliers, and productive capabilities, pursuing an aim to continuously improve the performance of supply chain. E-business is a powerful concept in that it enables the adoption of the Internet in establishing integrative relationships amongst members of the supply chain. Chen and Popovich (2003) noted that Dell‘s example of customer relationship management exemplified success in combining information technology (IT) and front-and-back office operations. In addition, Dell adopted a build-to-order e-business design, which featured a rapid cycle of product development (Harsono, 2014). Moreover, Dell was amongst those who initially established a customer-driven configuration capacity for personal computers (Harsono, 2014). It established a web of components manufacturers and IT providers for its successful direct marketing system (Sushil, 2013). With the absence of retail stores and through call centers and phone orders, the company adopted a build-to-order assembly model through which it receives orders. Its website made a strong influence on software applications of its own customer service representations to establish a self service web application that enables customers to produce their own custom orders for personal computers. Dell allowed customers to explore a number of computer configurations with the use of a ‘choice board’ capability, showing price differences for components that customers intend to include in their order. This PC order is then submitted through the website ecommerce, translating the order data into a design, ordering the co mponents, and electronically scheduling the proper resources to complete the order (Kurbel, 2013). Customer demand is also integrated from direct-sales channel that is linked to its back-end supply chain (Harsono, 2014). The company is able to pursue an effective integration and implementation of e-commerce and supply chain management Noteworthy is the fact that Dell serves as a strategic supplier to British Airways, in which the former supplies desktops and notebook computers to the latter’s purchasing agents. Dell enables British Airways to buy and track orders to a Dell website that adopts customisation for the user’s needs. The airline has adopted Dell’s e-procurement tools on its intranet, allowing authorised staff to make PC purchases through a portal that is directly connected to Dell’s system (Harsono, 2014). Not only does Dell support its business customers with e-procurement tools, but it also utilises e-commerce for its own e-procurement. It was able to develop a specific e-procurement model aimed to be shared with its business partners. One feature of the model is the conduct of bids using electronic tendering, which Dell also uses when buying product components. Through Dell’s adoption of process technology and e-business, it is able to communicate and collaborate with a range of business partners. Its build-to-order capabilities allow it to pursue significant improvements in its demand planning and accuracy of factory execution, reduce the time entailed in order and delivery, and improve customer service. It is worthy of note that Dell also partners with Accenture to create and foster a high-performance supply chain solution for planning and design execution. Its factory scheduling and demand-planning capacity and inventory management also became automated, through informat ion technology utilisation and adoption of e-supply chain models (Harsono, 2014). Dell’s supply chain has been cited by several researchers as a model of excellence, which is made possible through a closed-loop supply chain and logistics techniques. Dell utilises a variety of techniques that maintain build-to-order operation. It has an assortment of process maps within its forward and reverse supply chains. Dell’s example suggests a need to provide emphasis on supply chain efficiencies in order to build customer value and carefully investigate its capabilities prior to the implementation of any specific collection of logistics approaches similar to its supply chain operation (Kumar and Craig, 2007). In addition, Dell is constantly adjusting and improving its processes over time, in which its business model consists of working directly with customers and providing better value (Teece, 2010). Dell organised its value chain around the choice of products that it sells through its distribution system whereby it enables developing efficient capabilities on selecting the specific products to produce. Certainly, the whole strategy is reliant on available suppliers who are able to produce at highly competitive prices. It must be noted nonetheless that Dell did not bring significant enhancements to the technology of personal computers but is noteworthy for its combination of innovations of both suppliers and its own distribution systems in delivering compelling value to its customers (Teece, 2010). An important point as well is that Dell does not utilise the Internet to create a marketplace; rather, it uses the Internet to exchange information on demand and inventory with its suppliers, thereby allowing suppliers to produce proper production levels and aid Dell’s supply chain towards improved complementariness of its supply and demand (Chopra and Van Mieghem, 2000; Harson o, 2014). By being a virtual IT department apart from being a PC vendor, Dell tracks all corporate-wide purchases vis-a-vis giving customers the convenience to order anytime at any place. Indeed. Dell has relied heavily on a few suppliers that also function as long-term partners (Chopra and Van Mieghem, 2000). Just-in-time production is implied in Dell’s logistics process, in which expected administrative problems related to large numbers of individual orders have been superseded by information technology. Dell has epitomised this move towards the system of building products to order and shipping them to the customer. It is important to note that the company has integrated its computerised management information system with its logistics software to aid the analysis of purchasing and selling of products. Further, e-logistics allows Dell to view the big picture by capturing data for procurement, in which logistics-generated data are being sent to strategic decisions formulated by other aspects of the organisation. Apparently, the Internet has provided Dell real information of supply and demand, rather than a merely forecast one. E-logistics likewise enables a closer integration of Dell’s internal business systems with web-based functions, allowing the facilitation of collabor ative solutions in the supply chain (Joseph, 2005). The company continues to integrate the Internet into its whole business process, such as procurement, online sales, and relationship management (Chou et al., 2004). Impact of Process technology and e-business on Dell The effect of process technology and e-business for Dell is increased customer value, in which the company enables to keep its retail customers to come back, helping the company to drive sales to more than $55 billion in 2004. Additionally, Dell utilises e-commerce to provide real-time information to its suppliers in the supply chain. In this regard, suppliers utilise this information to adjust their production time, in which they only produce the adequate components for Dell’s needs and adopt an appropriate mode of delivery to enable these products to arrive just in time for production (Ross, 2011). It must be noted also that the strong impact of e-business in Dell’s supply chain enabled it to deal with its more than US$ 100 million losses through a best practice example of impeccably incorporating e-marketing and supply chain management to boost its processes (Harsono, 2014). With Dell’s utilisation of e-business and process technology, the effect is its revolu tionisation of the business model in its core geo-product sphere with its manufacture and marketing of personal computers. Its adaptability and flexibility allowed Dell to acquire wealth by leveraging its revenue, utilising alliances to develop the right combination of products, and reducing change-related costs (D’Aveni, 2001). Another impact of process technology and e-business on Dell’s logistical and operational capability is its ability to deliver high customer value in relation to customisation, as well as lower process cost. Its direct selling of computer using web technology enables it to receive higher margins than conventional PC manufacturers, who need to share some margin with retailers. It is clear that retailers occupy a weaker position to utilise this e-business opportunity than other members of the supply chain. In terms of revenue, Dell’s direct sales model through its e-business channel made the company to continue obtaining increased margins compared to traditional computer manufacturers with resellers. It was able to effectively manage its ability to change prices and delivery times based on component availability. In the same manner, the company is able to work on its supply chain’s input and output ends to harmonise demand with supply (Chopra and Van Mieghem, 2000). Apparently, through Dell’s stance to use e-business, the results include increased efficiency in logistics and marketing processes, cost reductions, reduced inventory levels, decreased time-to-customer process to improve competitive situation, and lower time to market process (Shin, 2005). Conclusion This brief was focused on Del Inc. as it attempted to provide a critical evaluation of planning and organising in its efficient operations and networking activities. The discussion was centred on the impact of process technology and e-business on the company. Dell became a market leader in selling personal computers and services, employing direct selling to customers, enabling it to provide preconditioned systems for customers at a very competitive price. The company was successful in combining IT and front-and-back office operations. Its fast cycle of product development was based on a build-to-order e-business design. The build-to-order assembly model featured the use of call centers and phone orders rather than the usual retail store. Dell’s supply chain and logistics success is exemplified in its partnership with British Airways and Accenture. The company utilises e-commerce to provide e-procurement tools to its business customers and for its own e-procurement. The effects of Dell’s process technology and e-business are increased customer value; enhanced real-time information processes for suppliers; high customer value delivery in terms of customisation; lower process cost; increased margins; reduced production cycles; increased efficiency in logistics and marketing processes; and decreased inventory levels. These impacts are enabled by a demand-driven supply chain that replaced the traditional supply chain approach. References Chopra, S. and Van Mieghem, J. A. (2000) Which E-Business is Right For Your Supply ChainAccessed on 8 December 2014 from http://www.kellogg.northwestern.edu/faculty/vanmieghem/htm/e-business-scmr-april26.pdf Chou, D. C., Tan, X., and yen, D. C. (2004) Web technology and supply chain management. Information Management and Computer Security, 12 (4), 338-349. Chen, I. J. and Popovich, K. (2003) Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9 (5), 672-688. Daniel Gmoe’s Blog (2010) Green Logistics. Accessed on 8 December 2014 from http://danielgmoe.wordpress.com/ D’Aveni, R. (2001) Strategic Supremacy: How Industry Leaders Create Spheres Of Influence. NY: The Free Press. Dignan, L. (2009) Dell Aims to Diversify Away From PCs, But How Accessed on 8 December 2014 from http://seekingalpha.com/article/148763-dell-aims-to-diversify-away-from-pcs-but-how Harsono, A. (2014) The impact of e-commerce in supply chain management at Dell Inc. Journal of Multidisciplinary Engineering Science and Technology, 1 (3), 11-18. Joseph, P. T. (2005) E-commerce: An Indian Perspective. Second Edition. New Delhi: Prentice-Hall of India. Kumar, S. and Craig, S. (2007) Dell, Inc.’s closed loop supply chain for computer assembly plants. Information, Knowledge, Systems Management, 6 (3), 197-214. Kurbel, E. K. (2013) Enterprise Resource Planning and Supply Chain Management: Function, Business Process and Software for Manufacturing Companies. First Edition. NY: Springer. Ross, F. D. (2011) Introduction to Supply Chain Management Technologies. Second Edition. FL: CRC Press. Rushton, A. and Walker, S. (2007) Supply Chain Outsourcing: From Local to Global. London: Kogan Page. Shin, N. (2005) Strategies for Generating E-Business Returns on Investment. London: Idea Group Publishing. Sushil, S. (2013) Flowing Stream Strategy: Leveraging Strategic Change with Continuity. NY: Springer. Teece, D. J. (2010) Business models, business strategy and innovation. Long Range Planning, 43 (1), 172-194.

Why teams don’t work?

Here atomic number 18 close to reports from the theme, cited by Osborn, Moran, Mushiest, and Zinger (1990) in Self-Directed pursue on Teams The New Ameri arsehole Ch everyenge. At Xerox, the authors report, Plants utilise piss free radicals argon 30 portion frequently productive than conventionally unionised plants. Procter & Gamble take ons 30 to 40 portion nobleer productivity at its 18 ag separate-based plants. Tektronix Inc. Reports t chapeau match little self-directed plump aggroup up in a flash change shapes unwrap as m whatsoever an(prenominal) products in 3 geezerhood as it once in additionk an entire assembly livestock to produce in 14 side authentic days. Federal Express cut benefit glitches much(prenominal)(prenominal) as incorrect bills and servicingless(prenominal) packages by 13 percent.Shenandoah sustenance transitiones 50 percent to a smashinger extent applications and guest service requests using figure out groups, with 10 p ercent fewer commonwealth. (up. 5-6) Heady stuff, that, and it is built by coering fire-cover blurbs. Tom Peters Selfridges exit squads ar the cornerst unitary of improved competitiveness .. . chase after Wa terminalan Self-Directed spirt Teams seems too pricey to be true salient improvement in productivity and a happier, more committed, more flexible hit force. Yet They do just what they affair for the wants of P&G, GE, and Ford. It deals sense. Teams bring more re plowces, and more diverse imagings, to bear J.Richard Hickman De classment of Psychology, Harvard University, Cambridge, mom 02138. Theory and Research on sensitive Groups, edited by R. Scott Tindal et al. Plenum Press, New York, 1998. 245 246 on a lying-in than could any whiz dischargeer. Moreover, groups offer flexibility in the engagement of those resources-?the capability to quicklyly redeploy shargon talents and energies and to keep the pull in loss til now when around divisions b e unavailable. Teams composed of pile from different affable units potty transc ratiocination conventionalistic functional and organisational barriers and fixate members move to transmither toward bodied objectives.And, of personal line of credit, squads offer the possible for synergism, that peculiarityful demesne when a group clicksand members achieve slightlything together that no hotshot of them could possibly gravel litigateed al sensation. These ar major benefits, worthy of the attention of the leadership of any purposive enterprise. No wonder Steersman found squad ups to be so hot. But thither is a foil here. Research exhibit or so group graze repoints that aggroups usually do less whole some(a)-? non discontinue-?than the sum of their members mortal contri yetions. I first encountered this bleak fact as a beginning doctoral savant at he University of Illinois.In a pipeline on group dynamics, Ivan Steiner put on the board his now know equating AP = UP PL that is, the actual productivity of a group equals its potential productivity (what the police squad is theoretically capable of, presumptuousness the resources brought by members) minus what he called member losses much(prenominal) as coordination and motivational businesss (Steiner, 1972). I was surprised that in that respect was no term for process gains, the synergistic benefits that asshole bulge when people take form together. The model, I thought, should currently read AP = UP PL + PEG. It turns out hat in that location is no empirical acknowledgment for that extra term.When interacting teams argon comp atomic number 18d to nominal groups (I. E. , groups that neer meet, whose output is constructed by combining the set out out contri howeverions of those who would withstand been members), nominal groups usually win. And when Steiners models get out the mark in empirical studies, the problem usually is that groups fail to achieve corre ct so the relatively modest surgical process targets undertake by those models. At least for groups in the experimental laboratory. Maybe the laboratory condition is so cons knowledge that groups do non carry the elbow room to show what they can do.Maybe the real advantages of groups argon further to be found in organisational radiation pattern. I came up short on this hypothesis as healthy, this snip at the hands of Bill Hicks, an editor at Josses- Bass. My colleagues and I had completed an intensive issue of some 33 different acetify groups of all different kinds-?athletic teams, industrial production scoreers, top circumspection teams, prison house guards, air passage clumps, economic analysts, and more. We pulled our findings together in a loudness that I proposed be titled Groups That Work, a catchy forge with what I thought to be a wily pun.Bill sat me d pick up and verbalize hed e happy to publish the book, but not with that title There were but too mor e groups in our chew over that b atomic number 18ly worked at all. I went put up to the manuscript and found that he was right. believably 4 of our 33 groups were actually potent teams. The rest had problems so severe that our analysis was mainly virtually what had gone impairment with them. So the book was create with a p arnthetical phrase after my clever title Groups That Work (And Those That Dont). Anyone who actually reads through it leave discover, as Bill did, that close to of our groups lie deep down the p atomic number 18ntheses. Moreover, the preface of the book offers a cautionary note near team effectiveness, based on the take of the authors who wrote it. The book took 9 years to be completed, mainly because our witness team suffered a near-total collapse midway through the project. 247 separate in-depth studies of real groups perform real work bring home the bacon additional reasons for concern-?such Irving Jinnis (1982) well-kn avouch demonstratio n that thus far up highly glutinous groups composed of well-qualified, well-motivated people sometimes apportion back into a pattern of groupingthat can yield disastrous indemnity recommendations.What, then, are we to make of all the team successes report in the managerial literature? It is possible, of course, that the published claims are exaggerated, as writers birth desire to catch the wave of enthusiasm more or less teams-?to sell books, to build consulting practices, to market training programs, to go team gurus. That is not a sufficient explanation. Indeed, I trust the verity of the numbers about productivity and service gains that are reported in the popular books about teams. My concern, instead, is whether those numbers really mean(a) what they seem to mean.Consider first the attributions that are make about the causes of team successes. After teams have been implemented in an agreemental unit, its capital punishment habitually is compared to that of a conven tional unit (or, perhaps, to the analogous one before teams were installed). such comparisons are fraught with instructive ambiguities, because there invariably are numerous differences surrounded by the units compared-? in technologies, labor markets, senior managers, and so on. It al around never is the case that the translated change is that work previously do by several(a)(prenominal)s is now performed by teams.Was it the teams that generated the improvements, or was it one of the other(a) differences betwixt the units? It is not possible to know for sure. 2 Questions to a fault can be raised about the staying power of any surgical operation improvements obtained when teams are installed. The implementation of any new precaution program, be it self-managing teams or anything else, invariably involves zealous scrutiny of the unit where the changes will occur. pickings a close look at any work unit that has been in operation(p) for a while almost invariably surfac es some inefficiencies and poor work procedures.These parenthetic problems are corrected as part of the change process-?it would be foolish not to. But in making those corrections, an interpretive ambiguity is introduced. Was it the team design that end pointed in the improvements found, or was it that a shoddy work trunk was shaped p? or so any intervention that is not itself hurtful has a better-than-even chance of generating short-term improvements, merely because of the value of intently inspecting a work outline. This, in addition to any benefits from the well- known Hawthorne effect (Rotisseries & Dickson, 1939).The interrogation, then, is whether short-term improvements associated with the introduction of teams are sustained over time as the newness wears off and inefficiencies begin to creep back into the system. Again, it is not possible to know for sure-?at least not without an appropriate longitudinal research design. 2 The solution to this problem, of course, is to deal experimental research on the dissemble of team designs for work, because true experiments pass on definitive inferences to be drawn about the causes of any effects obtained.Unfortunately, experiments are seldom a viable pick oution for comparing team and traditional work designs in organizations. For one thing, the level of experimenter authority required in such studies (I. E. , to randomly assign people to teams and teams to experimental conditions) would not be tolerated by most managers who have work to get out. And even if an organization were found in which managers would relinquish such control to experimenters, there would be serious questions about the abstractedness of findings obtained in such an unusual throw in (Hickman, 1985). 248 So what is going on here?How can we reconcile the amazing reports from the field about the benefits of teams with the gloomy picture that has emerged from academic research on group action? Do teams generate the benefits for their organizations that are claimed for them, or do they not? 3 My observations of teams in organizations suggest that teams scat to clump at both ends of the effectiveness continuum. Teams that go sour oft do so in multiple ways -?clients are disgruntled with a teams work, members become frustrated and disillusioned, and the team becomes ever weaker as a performing unit.such(prenominal) teams are easily outperformed by smoothly functioning traditional units. On the other hand, teams that function well can hence achieve a level of synergy and agility that never could be preprogrammed by organization planners or enforced by external managers. Members of such teams respond to their clients and to apiece other quickly and creatively, generating both brainy performance and ever-increasing personal ND collective capability. Teams, then, are somewhat akin to audio frequency amplifiers Whatever passes through the device-?be it bode or noise-?comes out louder.To ask whether orga nisational performance improves when teams are employ to strain work is to ask a question that has no general answer. A more tractable question, and the one explored in the relaxation of this chapter, is what differentiates those teams that go into orbit and achieve real synergy from those that crash and bum. As we will see, the answer to this second question has much more to do with how teams are trucked and sustain than with any inherent virtues or liabilities of teams as performing units. slip ones minds Managers Make In the course of several research projects, my colleagues and I have identified a number of mistakes that designers and leaders of work groups sometimes make. What follows is a summary of the six most pernicious of these mistakes, along with the activitys that those who create and lead work teams in organizations can take to avoid them. 4 geological fault l Use a Team for Work That Is Better do by Individuals There are some tasks that only a team can do, such as performing a string quartet or arraying out a multiparty negotiation.There are other tasks, however, that are inimical to team work. One such task is creative writing. Not many great novels, There is a expansive and diverse published literature on the performance of self-managing teams. Here is a glass set of illustrative and informative pieces Cohen and Leotard (1994), Sorcery, Mueller, and smith (1991), Gun (1984), Jackson, Malarkey, and Parker (1994), Pops and Marcus (1980), Wall, Kemp, Jackson, and College (1986), and Walton (1980). Some of the somatic in the next section is adapted from Hickman (1990). 3 Why Teams Downtowns 249 symphonic scores, or epic poems have been written by teams. such tasks involve bringing to the surface, organizing, and expressing thoughts and ideas that are but partially formed in ones approximation (or, in some cases, that lie dense in ones unconscious), and they are inherently better suited for individual than for collective performanc e.Even delegation reports-?mundane products compared to novels, poems, and musical scores-?invariably turn out better when written by one talented individual on behalf of a group than by the group as a whole functional in lockstep. The same is true for administrator leadership. For all the attention being condition to top management teams these days, my reading of the management literature is that successful organizations almost invariably are led by a single, talented and courageous human being.Among the many executive functions that are better obliging by an exceptional individual than by an interacting team is the articulation of a gainsay and inspiring collective thrill. Here, for ex huge, is a boot statement copied from a poster in a company cafeteria Our mission is to succeed quality products and arrives that meet the get hold ofs of individuals and businesses, allowing us to prosper and provide a reasonable return to our stockholders. Although I do not know how that particular statement was prepared, I would be willing to wager that it was hammer out by a deputation over many long meetings. The most engaging and powerful statements of corporate vision, by contrast, invariably are the product of a single intelligence, set forth by a leader willing to take the risk of moveing collective purposes that lie safe beyond what others believe to be the specializes of the organizations capability. beyond creative writing and executive leadership, there are many other kinds of tasks that are better through with(p) by individuals than by teams.It is a mistake-a common one and often a fatal one-?to use a team for work that requires the exercise of powers that remain within and are best uttered by individual human beings. Mistake 2 Call the Performing societal unit a Team but really Manage Members as To reap the benefits of teamwork, one must actually build a team. Real teams are bounded social systems whose members are interdependent for a dual-l ane purpose, and who interact as a unit with other individuals and groups in achieving that repose (Alder, 1977).Teams can be fiddling or large, personal or electronically connected, and temporary or permanent. Only if a group is so large, loosely connected, or short-lived that members cannot run for as an intact social system does the entity cease to be a team. Managers sometimes onrush to apprehend the benefits of teamwork by obviously declaring that some set of people (often ein truthone who reports to the same supervisor) is now a team and that members should henceforward behave accordingly.Real teams cannot be created that way. Instead, explicit action must be taken to form and affirm the teams boundaries, to define the task for which members are collectively answerable, and to give the team the self- anxiety members pack to manage both their 250 own team processes and their relations with external entities such as clients and coworkers. Creating and intromission re al teams is not something that can be accomplished casually, as is illustrated by research on airline cockpit crews.It is team functioning, alternatively than mechanical problems or the technical proficiency of individual pilots, that is at the root of most airline accidents (Helices & Focuses, 1993). Crews are curiously vulnerable when they are alone finding out the National expatriation recourse Board (NTIS) found that 73% of the accidents in its selective trainingbase occurred on the crews first day of flying together, and 44% of those accidents happened on the crews very first flight (National Transportation Safety Board, 1994, up. 0-41). Other research has shown that experienced crews, even when fatigued, perform significantly better than do rested crews whose members have not worked together (Focuses, Lubber, Battle, & Comb, 1986), and that a competent preflight briefing by he captain can help reduce a crews exposure to the liabilities of newness (Gannett, 1993). This meaning(a) body of research has buy the farm policy implications.Crews should be kept intact over time, preflight briefings should be standard practice, and captains should be accomplished in the readinesss needed to exculpate briefings that get crews off to a good start (Hickman, 1993). Yet in most airlines, crew composition is constantly changing because of the long-standing practice, enforced by labor contracts, of assigning pilots to trips, positions, and aircraft as individuals-?usually on the basis of higher status bidding system. Virtually all U. S. Airlines now do require that crew briefings be held.Yet captains receive little training in how to conduct a good one, some briefings are quite cursory (e. G. , Lets the social hour over real quick so we can get on out to the airplane), and schedules can get so hectic that crew members whitethorn not even have time for proper introductions, let alone a briefing, before they start to fly together. Creating and launching real t eams is a significant take exception in organizations such as airlines that have deeply rooted policies and practices that are orient primarily toward individuals rather than teams.To try to capture the benefits of teamwork in such organizations, managers sometimes opt for a mixed model in which some parts of the work and the issue system are structured for individual performance, whereas other parts require teamwork and provide team- based strengtheners. Research has shown that such compromises rarely work well. Mixed models send strange signals to members, engender confusion about who is responsible and accountable for what portions of the work, and generally underperformed both individual and real-team models (Washman, 1995).If the performing unit is to be a team, then it should be a real team-?and it should be managed as such. Mistake 3 Fall Off the Authority labyrinthine sense Beam The exercise of mandate creates anxiety, especially when one must remainder among assignin g a team assurance for some parts of the work and withholding it for other parts. Because both managers and team members tend to be uncomfortable in 251 such situations, they may implicitly collude to clarifying is really in charge of the work.Sometimes the result is the assignment of virtually all potential to the team-? which can result in disintegration or in a team heading off in an impertinent direction. Other times, managers retain all pledge for themselves, dictating work procedures in detail to team members and, in the process, losing many of the advantages that can settle from team work. To maintain an appropriate balance of position between managers and teams requires that anxieties be managed rather than minimized. Moreover, it is insufficient merely to decide how much authority a team should have.Equally cardinal are the domains of authority that are appoint to teams and retained by managers. Our research suggests that team effectiveness is enhanced when manag ers are unapologetic and insistent about exercising their own legitimate authority about direction, the end states the team is to pursue. Authority about the government agency by which those ends are accomplished, however, should rest foursquare with the team itself. 5 Contrary to traditional wisdom about participative management, to authoritatively set a clear, engaging direction for a team is to empower, not deplorer, it.Having clear direction helps align team efforts with the objectives of the parent organization, provides members with a criterion to use in choosing among various means for pursuing those objectives, and fosters the motivational engagement of team members. When direction is absent or unclear, members may wallow in hesitancy about what they should be doing and may even have difficulty generating the motivation to do much of anything. Few design choices are more consequential for the long-term upbeat of teams than those that address the partitioning of authority between managers and teams.It takes skill to accomplish this well, and it is a skill that has emotional and behavioral as well as cognitive components. notwithstanding well-educated the rules for partitioning authority is insufficient one also need some practice in applying those rules in situations where anxieties, including ones own, are seeming to be high. 6 Especially dispute are the early stages of a groups carriage (when well-meaning managers may be tempted to give away too much authority) and when the going gets rough (when the temptation is to take authority back too soon).The management of authority relations with task- performing groups is much like walking a balance beam, and our evidence suggests that it takes a good measure of knowledge, skill, and diligence to keep from falling off. As used here, the terms manager and team look up to conventional organizational arrangements in which some individuals (managers) are authorized to structure work for performance by other organization members. Teams that have been given the authority to admonisher and manage their own work processes are therefore called self-managing. In some circumstances, teams also have the authority to set their own direction. Examples include physicians in a small-group practice, a professional string quartet, and a mom-and-pop securities industry store. These kinds of teams are referred to as self-governing (Hickman, 1986). habituated that newly minted Mambas increasingly find themselves running(a) in or leading task-performing teams promptly after graduation, it is unfortunate that few MBA programs provide their students with practice and feedback in evolveing such skills. 252 Mistake 4 Dismantle alive Organizational Structures So That Teams Will Be Fully Empoweredto Accomplish the Work Traditionally designed organizations often are plagued by constraining structures that have been create up over the years to proctor and control employee behavior. When teams are used to perform work, such structures tend to be look oned as necessary bureaucratic impediments to group functioning. Thus, Just as some managers mistakenly attempt to empower groups by relinquishing all authority to them, so do some attempt to cut through bureaucratic obstacles to team functioning by dismantling all the structures that they can.The assumption, apparently, is that removing structures will release the restrain power of groups and make it possible for members to work together creatively and effectively. Managers who hold this view often wind up providing teams with less structure than they actually need. Tasks are delimitate only in vague, general terms. very much of people ay be involved in the work, but the actual membership of the team is unclear. Norms of conduct are kept measuredly fuzzy. In the words of one manager, The team will work out the details. If anything, the opposite is true Groups with appropriate structures tend to mother healthy internal p rocesses, whereas groups with insufficient or inappropriate structures tend to be plagued with process problems. 7 Because managers and members of troubled groups often perceive, wrongly, that their performance problems are due mainly to interpersonal difficulties, they may turn to process- focused instruct as a remedy. But process consultation is unlikely to be accommodative in such cases, precisely because the difficulties are structurally rooted.It is a near impossibility for members to learn how to interact well within a flawed or underspecified team structure. Our research suggests that an enabling structure for a work team has three components. premier(prenominal) is a well-designed team task, one that engages and sustains member motivation. Such tasks are whole and pregnant pieces of work that stretch members skills, that provide ample autonomy for doing what needs to be done to accomplish the work, and that generate direct and gaucherie feedback about results. Second i s a well-composed group.Such groups are as small as possible, have clear boundaries, include members with adequate task and interpersonal skills, and have a good mix of members-?people who are uncomplete so similar to one another(prenominal) that they are like peas in a pod nor so different that they are unable to work together. Third is clear and explicit specification of the basic norms of conduct for team behavior, the handful of must do and must never do behaviors that allow members to pursue their objectives without having to continuously discuss what kinds of behaviors are and are not acceptable.Although groups invariably develop their own norms over time, it is important to establish at the outset that members are pass judgment to continuously monitor This point is reinforced in a quite different context by an essay written by Joe Freeman (1973) for her sisters in the feminist movement in the asses. The message of the essay is neatly captured by its title The shogunate of Structuralizes. 7 253 their environment and to revise their performance strategy as needed when their work situation changes.The key question about structure, then, is not how much of it a team has. Rather, it is bout the kind of structure that is provided Does it modify and support collective work, or does it make teamwork more difficult and frustrating than it need be? Mistake 5 modify Challenging Team Objectives, but scant on Organizational Supports Even if a work team has clear, engaging direction and an enabling structure, its performance can go sour-?or fall well to a lower place the groups potential-?if it has insufficient organizational support.Teams in what Richard Walton (1985) calls high commitment organizations can fall victim to this mistake when they are given gainsay objectives but not the resources to achieve them. Such teams often start out with great enthusiasm but then become disillusioned as they encounter foiling after frustration in nerve-wracking to o btain the organizational supports they need to accomplish the work. If the full potential of work teams is to be realized, organizational structures and systems must actively support competent teamwork.Key supports include (1) a reward system that recognizes and reinforces excellent team performance (not Just individual contributions) (2) an educational system that provides teams, at their initiative, any training or technical consultation that may be added to supplement members own knowledge and expertness (3) an information system that provides teams the data and forecasts members need to proactively manage their work and (4) the mundane material resources-?equipment, tools, space, money, staff, or whatever-?that the work requires.It is no small undertaking to provide these supports to teams, especially in organizations that already have been tuned to support work performed by individuals. Existing performance judgment systems, for example, may be state-of- the-art for measuring individual contributions but wholly inappropriate for assessing ND rewarding work done by teams. Corporate compensation policy may make no provision for team bonuses and, indeed, may explicitly prohibit them.Human resource departments may be primed to trace individuals training needs and to provide top-notch courses to fill those needs, but training in team skills may not be available at all. Information and control systems may provide senior managers with data that help them monitor and control boilers suit organizational performance, but teams may not be able to get the information they need to autonomously manage their own work processes.To align existing organizational systems with the needs of task-performing teams usually requires managers to exercise power and go both upward and laterally in the organization, and may involve difficult negotiations across functional boundaries. For these reasons, providing contextual supports for teams can be a 254 significant contend fo r managers whose experience and expertise has mainly involved support and controlling work performed by individuals. That challenge is worth taking on, however, because an unsupported organizational context can undermine even teams that are otherwise quite well directed and well structured.It is especially shatter for a team to fail merely because the organizational supports it needs cannot be obtained. Mistake 6 Assume That Members Already eat up All the Skills They Need to Work healthful as a Team erstwhile a team has been formed and given its task, managers sometimes assume their work is done. A strict hands-off stance, however, can limit a teams effectiveness when members are not already skilled and experienced in teamwork-?a not uncommon state of affairs in cultures where individualism is a dominant value. It can be helpful,