Organizational Diagnosis Aligning Business to Present Needs at Translines Logistics Company

Organizational Diagnosis Aligning Business to Present Needs at Translines Logistics Company Sweeping demographic shifts, technological advances, competition, geopolitical realignments, and other related pressures are coalescing with concerns for security, new customer preferences and organizational governance to create momentous pressure for organizational change (Howard, 1994).Advertising We will write a custom research paper sample on Organizational Diagnosis: Aligning Business to Present Needs at Translines Logistics Company specifically for you for only $16.05 $11/page Learn More The awareness of this multiplicity of factors is critically important since it alert’s managers and other interested parties to a need to have some intervention measures in place to attend to their organizations’ pertinent environmental contexts and to decide on the best way to deal with them. The underlying principle is that organizations need to continually change to adapt to the environmental factors or risk irrelevancy (Harrison Shirom, 1999). This p aper purposes to evaluate organizational diagnosis for change at Translines Logistics Company. The above named company has been experiencing decreasing business in spite of the fact that it was a market leader in logistics and parcel delivery services some years ago. Recent government regulations requiring cargo to be cleared from the port within 24 hours or risk stiff penalties have not helped matters, and the company is losing money charged as penalties for late cargo clearance. Also, customers have been lodging complaints about late or delayed cargo delivery to their warehouses, and some have already left the company due to this problem. According to Harrison Shirom (2007), organizational diagnosis basically entails â€Å"†¦investigations that draw on concepts, models, and methods from the behavioral sciences in order to examine an organization’s current state and help clients find ways to solve problems or enhance organizational effectiveness† (p. 7). After c onducting a series of interviews with managers at the company’s port and head offices, it became clear that the existing organizational structure and technology cannot permit clearance of cargo within 24 hours and, as such, does not fit the current situation as dictated by the government regulation.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A close observation of the company trucks as they moved about transporting cargo to various destinations revealed that drivers were indeed stopping on the way to engage in private business. A perusal of company documents relating to clearance and cargo holding revealed very many layers of authority, thus time wastage. For example, a cargo needed the signatures of 5 managers for it to be released, and some of the managers were ever absent from the office. It is imperative to note that the diagnosis made use of Bolman Dealà ¢â‚¬â„¢s Four Frames Model to identify these underlying issues that generated ineffective outcomes for the company (Noolan, 2004). In consequence, it is clear that the organizational structure needs to be changed so that it is aligned with the current situation that requires faster cargo clearance. In changing the organizational structure, efforts should be made to reduce the layers of authority in a strategy aimed at availing cargo to customers within the designated time-frame. Third, the company needs a total overhaul of its information system to necessitate cargo clearance online instead of doing it manually. This will not only save time, but it will enable the company to save critical resources in terms of wage bills and office space. Lastly, the company could consider investing in high-tech satellite tracking systems to monitor the activities of drivers while on duty. This will go a long way to curtail use of official time for personal purposes, a factor that has been directly linked to the increased customer disenchantment with the company. According to the Four Frames model, every organizational change has some human implications, and it should be the function of change agents or consultants to always ensure that the organization is tailored to meet the human needs (Noolan, 2004). However, the change progressed in this type of situation may in the long run have some implications for the employees by virtue of the fact that some managers may have to be stepped down or moved to other sections to pave way for reorganizing the organizational structure to lessen the layers of authority. Still, some employees will be replaced by the modern information system to be implemented to ensure that cargo is cleared from the port within the designated time-frame. Drivers, on their part, will have to be monitored through satellite to ensure they deliver on time. These implications, though they may appear harsh to employees, will go a long way to align the needs of the organization to its business strategies and the anticipated outcomes. To remain competitive and sustainable, organizations must align their change efforts to the long-term business agenda and key objectives (Franken et al., 2009).Advertising We will write a custom research paper sample on Organizational Diagnosis: Aligning Business to Present Needs at Translines Logistics Company specifically for you for only $16.05 $11/page Learn More As already mentioned, there exists a multiplicity of factors within the environmental context of organizations that drives change (Howard, 1994). In this particular scenario, the leading driver of change is the sudden shift in government regulations, that is, the introduction of a new regulation requiring companies to clear their cargo within 24 hours or risk penalties. According to Franken et al (2009), many of the factors that drive change are interrelated, and this can be drawn here by the fact that the government must hav e known about the existence of a particular type of technology that can facilitate cargo clearance within a shorter time-frame. Against this backdrop, it can be argued that the convergence of technology is yet another driver of change. Third, shifting customer expectations and new competitive threats can also be identified as other drivers of change. The customer must have known about other competitors in the market and their delivery capability compared against what Tlanslines was offering. Manuela Clara (n.d.) are of the opinion that â€Å"†¦the reasons for the failure of many change initiatives can be found in resistance to change† (p. 3). It is a well known fact that resistance to change introduces costs and impediments in the change process that are inarguably challenging to anticipate, but which must be duly considered when initiating changes in an organization. In this particular situation, resistance may be anticipated from managers who will have to lose their p ositions or be transferred elsewhere in an attempt to reduce the layers of authority and streamline the organizational structure. Second, resistance may be anticipated from truck drivers who may feel uncomfortable with the idea of being tracked via satellite to ensure faster delivery of cargo. Third, resistance may come from fellow employees who may be uncertain about their jobs and other benefits when computerization of the cargo clearance system is fully implemented. From the identification of the underlying factors that have affected the business outcomes of Tlanslines, it can be recommended that structural and administrative reforms be initiated towards necessitating the company meet the government initiatives and remain competitive in business. Such reforms will be in line with the company’s long-term business goal of remaining a market leader in the transportation business.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is also recommended that the company adopts technology frameworks that will inarguably facilitate faster clearance of cargo and faster delivery of the same to customers. Such an arrangement will to a large extent assist the company to maintain its competitive advantage in the marketplace. Finally, it is recommended that all employees be involved in the change process to reduce resistance and make it a success. Reference List Franken, A., Edwards, C., Lambert, R (2009). Executing Strategic Change: Understanding the Critical Management Elements that leads to Success. California Management Review, 51(3), 49-73. Retrieved from Business Source Premier Database Harrison, M.., Shirom, A. (1999). Organizational diagnosis and assessment: Bridging theory and practice. Thousand Oaks, CA: Sage Publications, Inc Howard, A. (1994). Diagnosis for organizational change: Methods and models. New York, NY: The Guilford Press Manuela, P.V., Clara, M.F. (n.d.) Resistance to Change: A Literature Re view and Empirical Study. Retrieved from https://www.uv.es/~pardoman/resistencias.PDF Noolan, J.A.C. (2004). Diagnostic models: An Introduction. Web.

How to manage someone older than you

How to manage someone older than you Most of us are used to a certain dynamic at work- those above us in the pecking order have typically been in the workforce longer and are older, and those below us are relatively newer to the world of work and are likely younger. However, this dynamic has effectively been thrown overboard in a wide array of industries. Today, we’re seeing younger and younger individuals in positions of power and influence in the workforce, and these days it’s not uncommon for the power hierarchy to be reversed, with older individuals reporting to younger bosses. According to a recent article in Harvard Business Review, â€Å"Younger bosses- already prevalent in industries like IT, professional services, and accounting- will likely become more so as ‘companies promote young Millennials into leadership positions and organizations make more of an effort to retain top talent,’ says Jeanne C. Meister, a founding partner of Future Workplace, the human resources consultancy, and coauthor of  The 2020 Workplace. ‘It’s a potentially uncomfortable, potentially conflict-ridden situation,’ she says, ‘but it doesn’t have to be.’†The truth is, managing someone older than you- or vice versa- can be a challenge, but so is any power dynamic between two individuals with distinct personalities and backgrounds. Sometimes this â€Å"reverse dynamic† works well, and older individuals take advantage of the opportunity to acquire a fresh and modern knowhow and skill set from their younger supervisors, while other times there’s a bit more friction. While there are no hard and fast rules that are guaranteed to work in every situation, there are some things that can be done to help ease this possibly delicate situation.If you’ve found yourself in the position of managing someone who’s older than you, use the following strategies to maximize the chances that this working dynamic will be a smooth and eff icient relationship.Lose the ego.Okay, you may be the young hotshot at your office, but if you have an older employee reporting to you it won’t do you any favors to keep reminding them of this. They already know you’re younger and in a position of power, so mentioning this over and over again will only make things worse. Try being a bit more humble- it often works well on younger and older employees alike.Be ready to listen.People appreciate it when they feel that their voices are being heard, and they have respect for those who are willing to hear their point of view. Listening puts others at ease and empowers and motivates them to do their best work. Isn’t that what you want from someone who reports to you?Motivate respectfully.Skip the platitudes and demeaning clichà ©s; chances are, they’ve heard them all before. Also, having them come from someone younger could really backfire. Be respectful when trying to motivate an older employee and you’l l increase the chances of getting positive results.Be open to learning.Just as you’d like to be respected in the workplace, older employees would like to be respected for the wealth of experience and skills that they bring to the table. The most effective supervisor-subordinate relationships are those that demonstrate mutual respect and a willingness from both sides to learn and benefit from each other. If you’re managing someone older than you, be open to the learning experience going both ways.Demonstrate value.In any good supervisor-subordinate relationship, the supervisor makes it clear that they have valuable knowledge and skills to pass along. Older employees can typically benefit from learning modern technology and skill sets for example, and if you’re the type of supervisor who’s willing to demonstrate this sort of value, you’re more than likely to earn the respect and dedication of an older employee.The world of work is changing rapidly in many exciting ways, and all the old career rules are rapidly flying out the window. In order to keep up, new rules need to be written, including how to handle the â€Å"younger boss/older employee† dynamic. If you find yourself in this position, fear not- use the strategies mentioned here and you’ll be setting yourself up for lasting success.

Consumer Protection and the Criminal Law Essay Example | Topics and Well Written Essays - 1250 words

Consumer Protection and the Criminal Law - Essay Example , the plaintiff is not the actual crime victim; it is the European Union State in which the individual resides. According to the Framework Decision 2001-Standing of Victims in Criminal Proceeding, it is the responsibility of the member states to assure that the victims who wish to be informed throughout the course of the judicial process be informed. The scope of the information provided includes information on the outcome of the judicial proceeding, information necessary to maintain the security of the victims and their families, information regarding the sentence as well as the necessary services available to help the victim (Legislation Online, 2004). The Standing represented a starting point in the treatment of crime victims but it was necessary to supplement those findings. The supplementation came in the form of the 2006 recommendations. The recommendations operated with the aim of updating the standards since the laws have changed, preventing re-victimization and offering clea r an concise guidelines aimed at ensuring that the member States treat the victims in accordance with the laws (European Committee on Crime Problems, 2006). In addition to the standing of victims in criminal proceedings the notion of restorative justice looms large. ... ustice places the needs of the victims first and foremost and justice is rendered in such a manner as to enable the victim to have optimal participation in the course of justice while encouraging accountability on the part of the offender (Rigby 82). Utilizing the notion of restorative justice, a victim may request a restorative justice as a means of making the offender cognizant of the way in which the crime has affected the victim, gaining information as a means of coming to grips with the rationale behind the crime and the reason he/she has been made a victim and finally to gain closure by being able to forgive the offender in an open manner. Restorative justice marks a stark departure from the traditional form of justice which was essentially retributive justice wherein the preliminary goal was one aimed at punishing the offender by restricting his/her liberties and/or imparting monetary restitution. This is an indirect means of rendering justice as often the terms of the punitive measures undertaken are reached with minimal input or involvement by the victim (Cartwright 81). In examining the notion of restorative justice, it is prudent that we examine the rights of victims and frame this examination within the context of applications of restorative justice. First and foremost, the rights of victims and the responsibilities of the judicial system are delineated in the Human Rights Act of 1998, the Crime Victims Charters, Code of Practice for Victims, Victims Advisory Panel and other governmental bodies including the European Council. These bodies together delineate and define the treatment of crime victims with the goal of minimizing the effects of the crime on the victim while ensuring the rights of the victimizer are not violated. The rights of crime

Human Resource Management Essay Example | Topics and Well Written Essays - 2250 words - 2

Human Resource Management - Essay Example Logitech Solutions has its Headquarters in London. It has over 20 branches spread all over the country with 200 staff working for them. They offer hourly technical assistance to fix minor problems in organizations, work on retainer contract basis when a business requires certain regular services like system maintenance and network administration and takes up individual projects and consulting advices too like website design and preparing estimates for major hardware purchases. Logitech Solutions has a CEO, a general manager and seven line managers who work under them. Logitech's HR department has 11 members who handle, hiring, administrating and the payroll of all its workers. Logitech solutions aim in expanding through improving. The company has over 150 clients and it is in constant lookout of fresh talent. They open a new branch every year, making their manhunt process a never ending loop. Logitech Solutions has well defined Human Resource Management policies according to which th e HR department hires the best talent in the market, provide them with enough training and extract the best from them in their designation. It ensures every employee working for them grow along with the company both monetarily and intellectually. They achieve this by providing them regular assessment of their work, extra training when required, promotions and increments on a fixed interval. Task 1 a) Explain the difference between personnel and human resource management and discuss the HRM function in terms of its contribution to organisational purpose Modern day business environment gives ample importance to human resource management as people are considered as the greatest asset of any company. Personnel management and HRM both are connected with managing people. Personnel management deals with administrative tasks like payroll and dealing with contractual obligations. Personnel managers often act as mediators between the employees and the management and help in solving the employ ee grievances. HRM gained importance with the growth of modern organizations which view people as a resource. It aims in fulfilling the company’s objectives by taking of all the employees needs and motivating them to give their best. HRM manager’s duty includes increasing the return on investment or ROI by taking extra strategy oriented steps to get the best from the employees or rather select the best employees. Their work is strategy cantered rather than administration cantered (Pravin, 2010). (Sreenath, 2009) HRM is actually considered as a main organizational function which will continue to expand constantly and evolve into a main value adding area for any company. HRM education should be made widespread for this change to occur. HRM has space of extensive research. Personnel management on the other hand is considered as concept which has already started to disappear as HRM dominates many organizations. HRM can be considered as the next improved level of personnel management. b) Assess the role and responsibilities of line manager in your chosen organisation Line managers or front-line managers constitute the lower layer in the management hierarchy. Teams comprising of employees who do not have any managerial or supervising responsibilities report to the line managers. These front-line managers report to higher management, through their higher authorities or supervisors. For example, people taking direct calls from customers in

The Industrial Revolution Essay Example for Free

The Industrial Revolution Essay From the beginning of the Industrial Revolution to the present day, the structure and culture of the American workplace have been affected by many forces, among them capitalism, technology, globalization, and issues of equality. Describe these forces in detail and analyze their impact on the structure and culture workplace. Capitalism Capitalism is an economic system that is based on the private ownership of capital or the means of production and the creation of goods and services for profit. Some of the elements central to capitalism include capital accumulation, competitive markets and a price system. Capitalism has been dominant in the Western world since the end of Mercantilism. It was fostered by the Reformation, which sanctioned hard work and frugality, and by the rise of the industry during the Industrial Revolution, especially the English textile industry. Unlike earlier systems, capitalism used the excess of production over consumption to enlarge productive capacity rather than investing it in economically unproductive enterprises such as palaces or cathedrals. It is now widely recognized that a new global economy is emerging. It is characterized by the transnational flow of capital, goods, services and labor; by greater national specialization and increased competition across borders; and by the use of new technologies that radically disrupt traditional ways of doing business. In seeking competitive advantage, the United States has targeted a niche for itself at the top of the world economy: It has opted to use the highest technology, to have the most capital- and knowledge-intensive industries, and to produce the highest quality and highest value-added goods and services. Surfing the crest of this giant wave is not easy: To maintain its prosperity, the U. S. economy must be in a state of constant change, driven by a process of â€Å"creative destruction. † Inefficient products, companies and entire industries continually need to be replaced. Capitalism is the social system which now exists in all countries of the world. Under this system, the means for producing and distributing goods (the land, factories, technology, transport system etc. ) are owned by a small minority of people. we refer to this group of people as the capitalist class. The majority of people must sell their ability to work in return for a wage or salary. the working class are paid to produce goods and services which are then sold for a profit. The profit is gained by the capitalist class because they can make more money selling what we have produced. In this sense, the working class are exploited by the capitalist class. The capitalist live off the profits they obtain from exploiting the working class whilst reinvesting some of their profits for the further accumulation of wealth. This is what we mean when we say there are two classes in society. It is a claim based upon simple facts about the society we live in today. This class division is the essential feature of capitalism. It may be popular to talk about various other â€Å"classes† exiting such as the â€Å"middle class†, but it is the two classes defined her that are the key to understanding capitalism. Profits In capitalism, the motive for producing goods and services is to sell them and make a profit. this is not done to necessarily satisfy the needs of the people. The products of capitalist production have to find a buyer, of course, but this is only incidental to the main aim of making a profit, of ending up with more money than was originally invested. This is not a theory that we have thought up but a fact you can easily confirm for yourself by reading financial reports from the press and other source. Production is started is started not by what consumers are prepared to pay for to satisfy their needs but by what the capitalists calculate can be sold at a profit. Those goods may satisfy human needs but those needs will not be met if people don’t have the money to purchase them. The profit motive is not just the result of greed on behalf of individual capitalists. Many times they do not have a choice about it. The need to make a profit is imposed on capitalist as a condition for not losing their investments and their position as capitalist. Competition with other capitalists forces them to reinvest as much of their profits as they can afford to keep their means and methods of production up to date. As you will see, we hold that it is the class division and profit motive of capitalism that is at the root of most of the world’s problems today, from starvation to war, to alienation and crim. Every aspect of our lives is subordinated to the worst excesses of the drive to make profit. In capitalist society, our real needs will only ever come a poor second to the requirements of profit. Technology Technology is defined as the making, modification, usage and knowledge of tools, machines, crafts, techniques, systems, methods of organization, in order to solve a problem, improve a preexisting solutions to a problem, achieve a goal, handle an applied input/output relation or perform a specific function.

Moral Theory and Personal Relationships :: Michael Stocker Ethical Theories Essays

Moral Theory and Personal Relationships In his article "The Schizophrenia of Modern Ethical Theories," Michael Stocker argues that mainstream ethical theories, namely consequentialism and deontology, are incompatible with maintaining personal relations of love, friendship, and fellow feeling because they both overemphasise the role of duty, obligation, and rightness, and ignore the role of motivation in morality. Stocker states that the great goods of life, i.e. love, friendship, etc., essentially contain certain motives and preclude others, such as those demanded by mainstream ethics.11 In his paper "Alienation, Consequentialism, and the Demands of Morality," Peter Railton argues that a particular version of consequentialism, namely sophisticated consequentialism, is not incompatible with love, affection and acting for the sake of others. In the essays "War and Massacre" and "Autonomy and Deontology," Thomas Nagel holds that a theory of absolutism, i.e. deontology, may be compatible with maintaining personal commitme nts. The first objective of this paper is to demonstrate that despite the efforts of both Railton and Nagel, consequentialism and deontology do not in fact incorporate personal relations into morality in a satisfactory way. This essay shows that Stocker’s challenge may also hold against versions of Virtue Ethics, such as that put forth by Rosalind Hursthouse in her article "Virtue Theory and Abortion." The second objective of this discussion is to examine criticisms of Stocker made by Kurt Baier in his article "Radical Virtue Ethics." This essay demonstrates that in the end Baier’s objections are not convincing. Stocker begins his paper by arguing that modern ethical theories fail because, by and large, they deal only with the reasons and justifications for people’s actions and ignore people’s motivations. This failure to address the role of motivation has led to a form of schizophrenia in an important area of value;22 people are unable to reconcile their motives with the moral justifications for their actions. Stocker highlights the constraints that motives impose on both ethical theory and the ethical life in order to show that only when justifications and motives are in harmony can people lead the good life. Stocker believes that mainstream ethical theories, like consequentialism and deontology, make it impossible for people to reconcile their reasons and motives because these theories demand that people perform acts for the sake of duty or for the good, as opposed to because they care about the people who are affected by their actions.

Free Range Chicken Language Analysis

?Chickens Range Free The article ‘Chickens Range Free’ written by a freelance writer Jo Smith conveys the idea that the activists who’ve offered a truck-load of chickens, freedom from their cages were a very humane thing to do. Through his explanations, a reasonable tone has been applied effectively to convince the readers to agree with him. The author has also employed a very confident tone when mentioning how this action has been clearly justified due to human rights. However, although there have been people who have opposed this action of freeing the chickens, the author tries to dominate his stand by employing the use of different persuasive devices such as the inclusive technique, directive language, and analogy, which in this article, have been applied very effectively and successfully. A photograph has also been provided to enhance the arguments of the author. Foremost, the author tries to engage the reader to feel that locking chickens up in their cages is inhumane, through the use of inclusive language. This can be seen when the author mentions that â€Å"We believe, as humans, we are not only doing the animals an injustice when we mistreat them, but that we are also doing ourselves an injustice. † This quote elicits fear to the reader by making them feel as though if he or she opposes to this statement, they are not considered as humans or they would feel left out as they believe that they would be the only one who opposes to the issue. As a result of this effect on the reader, the reader will decide to agree with what the author said is correct, that is freeing chicken was a humane thing to do. Next, the author applies the use of directive language to suggest an idea on how humanity can be improved. The author demands that â€Å"We must reform this attitude to our fellow inhabitants of the earth† which implies the action of locking chicken up in cages should be stopped as it is a form of abuse to animals; an inhumane act. This suggestion sends the reader a sense of great importance that this demand is essential for the world in order to become a better place; to improve humanity, and because that is what ultimately everyone wants, the reader is then encouraged to do something about stopping this abuse and also agree with the reader that freeing chickens was a correct thing to do. The analogy technique has also been applied by the author to arouse the reader’s sympathy for the chickens and also emphasise how cruel humans have been to chickens. He makes the reader think â€Å"If only more people ould realise that animals, as sentient beings like us, have rights that should be respected†, humanity would have been better. This quote works effectively in convincing the reader to believe that when the reader tries to put oneself in to a situation of one of the chickens, and then discover how cruel human beings have been. It makes the reader feel that if they were the ones who have been treated this way, they wouldn’t have liked either. Thus due to this enlightenment, the reader will be most likely to agree with the reader that freeing chickens was a noble thing to do. The imagery in the article, which captivates the reader immediately, emphasises the cruelty of mankind towards the chickens. This photograph of chickens locked up in a small case can emotionally manipulate the reader as it may cause one to feel sympathy for the chickens. Because a photograph is reliable and that it is evidence to show that humanity is indeed down to this level, the reader will believe what the author said is right and that something should indeed be done about the treatment of chickens. As such, the overall impact brought upon the reader would be generally the fact that they feel that chickens have been mistreated and also the fact that humanity has decreased to a very low level, which was the main objective of this article. The use of analogy have mainly put forth these effects as it causes the reader to know how the chickens feel by making them ask themselves what it would be like if this has happened to them. This issue has also been made to be perceived seriously and greatly important via the author’s employment of inclusive language because it has engaged the reader to feel part of the issue. And because they feel that this issue is serious, the adoption of directive language is most likely to be able to convince the reader to do something about it. As such, these techniques were the most appropriate to apply to do its job in achieving the goal of impacting the audience; making them feel that freeing the chickens out of their cage was a very humane thing to do.

Charecteristics of Effective Team

TEAMWORK in Cooperative Extension Programs Home Go To Page†¦ Acknowledgements This booklet has been prepared as part of a national project on â€Å"Teamwork in Cooperative Extension Programs. † The project was conducted by the Division of Program and Staff Development, University of Wisconsin-Extension, under a grant from the ECOP 4-H Subcommittee's Standing Committee on Staff Development. As authors, we wish to express appreciation to those who have offered support and valuable insights by serving as consultants for the project-especially our colleagues in Wisconsin, Virginia and Iowa; graduate students-Deb Russler and Linda Parker; Dr.John Banning and Dr. Scott Soder. A special ‘thank you' is extended to the many Extension agents across the country who attended the Regional Association Presidents' Workshops, 1980. Their reactions to draft materials and suggestions for further project development were most encouraging and helpful. Terry L. Gibson Jeanne Moore E. J. Lueder September, 1980 University of Wisconsin-Extension, Gale L. VandeBerg, Director, in Cooperation with the United States Department of Agriculture publishes this information to further the purpose of the May 8 and June 30, 1914 Acts of Congress and provides equal opportunity in employment and training.Home Home Go To Page†¦ Introduction This booklet is intended specifically for use by County Extension professionals including secretarial staff, but is appropriate for all individuals interested in strengthening their Extension teamwork relationships (4-H committees, home economics committees, Agricultural Extension councils, advisory groups, area/state or national staff, etc. ). Although many examples of positive teamwork relationships can be identified, there is always an opportunity for staff to improve their understanding of and support for a teamwork approach to programming.This booklet is designed to do just that. It is our hope that ideas and activity suggestions prese nted will promote and/or strengthen positive attitudes on your part toward team efforts in Extension programming. This booklet attempts to answer the following questions about teamwork, as well as suggest numerous activities that will help you begin to assess your attitudes and working relationships. This is however, just a beginning. Actual development of your teamwork skills will require additional time and effort, so we leave that up to you!Teamwork †¦ What Are Your Beliefs and Attitudes? Team Building Opinionaire — Provides the reader with an opportunity to become aware of his/her own attitudes and beliefs about teamwork Teamwork †¦ Why? Rationale for a Team Approach — Describes the importance of and need for teamwork in Extension Teamwork †¦ What Is It? Dimensions of Involvement — Defines teamwork as a continuum of alternative relationships among Extension professionals Home Home Go To Page†¦ Teamwork . . . What Influences It?Variables I n the Current Extension Situation That Influence Teamwork EffortsIdentifies organizational and individual variables in brief outline form, as cited from interviews with selected Extension personnel Factors That Promote and Hinder Working Relationships — Lists factors which Extension personnel feel promote or hinder positive working relationships Teamwork †¦ Is It Effective? Attributes of Ideal Teamwork Relationships — Describes characteristics and skills necessary for effective team relationships Team Building and Working in Groups-Offers a series of questions to guide a group in organizing for teamworkTeamwork †¦ How Does It Develop? Stages of Team Development — Explains seven stages through which staff units pass as they become effectively functioning teams Teamwork †¦ How Does Your Team Rate? Team Assessment Too/ — Series of 35 statements to help a group assess its teamwork relationships in seven key areas Home Home Go To Page†¦ Tea mwork †¦. What Are Your Beliefs and Attitudes? Let's begin by considering the most important element of teamwork-how you feel about it! Teamwork depends not only on your skills, but on your attitudes as well.Completing the following Team Building Opinionaire should help you become more aware of your own thoughts before looking at other ideas presented in this booklet. Team Building Opinionaire Instructions: Read each statement once. Indicate whether you agree (+) or disagree (-) with it. It should take you no more than 5- 10 minutes to complete this exercise. There are no right or wrong answers. If you wish, share and compare your answers with other team members. Try to arrive at a consensus with them on each statement. You may change the wording to aid such agreement, if you desire.Such an activity may initiate a â€Å"lively† discussion and help your team become openly aware of individual members' beliefs and attitudes. 1. Teamwork stifles creativity and individuality. 2. Members should be required to attend meetings to set team goals and discuss team problems. 3. Personal goals can be accomplished through teamwork. 4. It is sometimes necessary to ignore the feelings of others in order to reach a team decision. 5. In teamwork, conflict should always be avoided. 6. A silent member of the group is not interested in working as a team. 7. The person in the group with the highest status in the rganization should always take the leadership role. 8. In teamwork, it is important and necessary to allow time for discussion and agreement on operating procedures. 9. Every team member has a contribution to make toward the group task. 5 Home Home Go To Page†¦ 10. In teamwork, â€Å"majority rule† applies. 11. Teamwork always involves working toward a common goal. 12. A good team member provides emotional support to all other members. 13. Every team needs a leader/coordinator. 14. Teamwork accomplishes a task more effectively and efficiently than in dividual efforts. 15.Every team member should contribute equally toward accomplishing the task. 16. If a team fails to accomplish a task, it is the fault of the leader/coordinator. 17. A primary concern of all team members should be to establish an atmosphere where all feel free to express their opinions. 18. Final power in teamwork always rests with the leader/ coordinator. 19. There are often occasions when an individual who is part of the team should do what he/she thinks is right, regardless of what the team has decided to do. 20. All members must be committed to the team approach to accomplish the task.Teamwork †¦. Why? Rationale for a Team Approach Teams are a part of everyone's life. You're a member of a family team, an Extension staff team, church, school, and community teams. So it's appropriate that you understand how to function effectively as a team member. In Extension especially, there is a need for teamwork. Extension clientele are confronted with increasingly co mplex problems with many dimensions. For example, the energy problem has implications for Extension programming in agriculture, family living, community development and youth development programs for both rural and urban people.Home Home Go To Page†¦ The multi-dimensional and thus multi-discipline nature of many problems requires a team approach. This approach encourages you as staff with complementary skills and competencies, to coordinate your efforts. By establishing priorities, concentrating financial resources, and combining knowledge and expertise, you can have greater impact on serious problems through your program efforts. Such efforts can serve to 1) lighten your work load, 2) reduce duplication of efforts, and 3) produce a result greater than all of your separate efforts. Teamwork †¦.What Is It? In Extension programming, a variety of working relationships exist among staff. You might view these relationships as dimensions (levels) of involvement or as a continuum of relationships among agents. As you move along the continuum, the degree of communication, integration and commitment seems to increase. Greater interpersonal skills are necessary if you are to work together effectively at more complex levels. As your skills develop, more options become available to you regarding the dimension of involvement which you might select for any particular program effort.There is no intent to place a value judgment upon this continuum, but merely to suggest that alternative working relationships exist. Not all programs should be planned and conducted by the total county staff. Other options are available. Some programs may be more effective if planned by individuals, some may require the resources of several staff members, including state specialists and volunteers, and still others may be most effective if planned and conducted by the entire staff. These dimensions of involvement should be considered a part of our definition for teamwork.Too often we t hink Home Home Go To Page†¦ Home Home Go To Page†¦ of a team as a group (a collection of people) who interact to achieve a common goal, but an effective, well-functioning team is much more than this. Participants in an effective team care about the group's well-being. They skillfully combine appropriate individual talents with a positive team spirit to achieve results. Regardless of whether the program effort is that of an individual, several individuals or the entire county office unit, a climate of teamwork can exist. Viewing teamwork in this way encourages a broader nderstanding of the concept. It not only suggests that there are alternative working relationships for agents in their programming efforts, but that regardless of the approach selected, a climate of teamwork can be created. Can you identify dimensions of the continuum that you have used in your programming efforts? Are there some you have never considered? Are there some you might try? Teamwork †¦. What Influences It? As a part of this national project on teamwork, extensive interviews were conducted with selected Extension personnel to determine what influences their teamwork efforts. People nterviewed included district directors, state program leaders, state 4-H youth specialists, and county staff from both rural and urban situations in Iowa, North Dakota, Illinois, Minnesota, Michigan and Wisconsin, Virginia, and Canada. As a result of these interviews, the following variables were identified as elements that affect teamwork efforts. Although they have been separated into two general categories -organizational and individual –there are interrelationships among all the variables described. How do some of these variables affect your working relationships? Do they influence them positively or negatively?Home Home Go To Page†¦ Variables In the Current Extension Situation That Influence Teamwork Efforts A. Organizational 1. Approaches to programming-vary among program ar eas 2. Continuing professional development-philosophy of organization 3. Administrative support 4. Staff turnover 5. New staff orientation 6. Number of staff within working unit (team) B. Individual 1. Understanding of and commitment to a teamwork philosophy 2. Personalities and attitudes of agents 3. Climate of openness and communication 4. Procedural guidelines for staff functioning 5. Leadership and management skills within county off ice . Degree of familiarity with alternative approaches for effectively working and programming together 7. Perceptions of roles/responsibilities/functions among team members 8. Time available as a resource Home Home Go To Page†¦ Factors That Promote or Hinder Working Relationships Other factors also promote or hinder teamwork relation ships among Extension personnel. Perhaps they will help you begin to think more critically about your team. Factors that promote good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Staff meetings-with agenda and sufficient time to discussJob descriptions with annual review Knowledge of others' job descriptions and responsibilities Common criteria for personnel evaluation Openness and willingness to communicate-listening Trust Loyalty Respect for others in spite of professional differences Courtesy Respect for professionalism regardless of person's sex, age, race Recognizing talents of the others Giving credit Recognizing a job well done Pride in work of total staff Understanding and supporting others' programs. Agreed upon priorities Coffee-making shared by everyone Shared coffee breaks Circulation of pertinent information Willingness to talk over problemsAdequate facilities and supplies Cooperation Sincere caring for others with a respect for privacy Constructive criticism Home Home Go To Page†¦ Factors that hinder good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Lack of understanding of others' jobs and responsibilities Lack of concern about total staff efforts Disregard for feelings of others Unwillingness to compromise Poor communication Competition among staff for individual prestige and recognition Negative and destructive criticism No involvement in administrative decisions Lack of leadership Over- sensitivityLack of privacy Disregard for talents of others No job descriptions No opportunities for staff meetings Gossip, rumors Putting off decision making Inequities in facilities and supplies Lack of trust Negative and sarcastic remarks Lack of common goals and philosophy Disloyalty to staff and organization No evaluation and/or feedback from supervisors Limited understanding of total program Hol ding a grudge Poor job attitudes Uneven work loads Lack of confidence in fellow workers Prejudice, racism, sexism Home Home Go To Page†¦ Teamwork †¦. Is It Effective? In the literature on teamwork, the following factors are dentified as contributing to an effective teamwork approach. They provide the means for a team to begin to analyze its working relationship. Attributes of Ideal Teamwork Relationships †¢Participants believe in and are committed to the value of working together in a spirit of cooperation. †¢Team size is appropriate for effective communication (2-5 members are ideal, a group of 5-10 is workable, a group of 10-15 is difficult, and more than 15 may be impossible unless divided into subunits). †¢Participants understand the overall objectives of the organization and of the phase of the program each represents. Participants understand individual roles and responsibilities, as well as relationships to other staff members and to the total Extensio n program. †¢Participants take the time to establish and clarify guidelines and procedures for a working relationship; they are committed to making plans and achieving them. †¢Participants define and agree upon meaningful and measurable objectives that meet both group and personal needs; individuality and creativity are not stifled. †¢Someone within the group assumes leadership to coordinate each task or program effort. †¢Participants function well in a variety of roles (initiating, informing, ummarizing, mediating, encouraging) and know when appropriate roles are needed. †¢Participants know each other-are aware of each others' resources, skills and areas of expertise; they know what each can contribute to the group. †¢The group allows sufficient time for the teamwork effort. †¢The group places work orientation first, but allows social interaction, too. Home Home Go To Page†¦ †¢ Participants communicate openly and non-defensively; they li sten attentively. †¢ Participants respect and trust each other, have confidence in each others' abilities, and are supportive of one another. †¢Participants allow and encourage equal participation and sharing of ideas, including expression of dissenting views. †¢ Participants confront conflicts and problems; they use disagreement and conflict productively. †¢ Participants are skillful in decision- making, problem solving; decisions are understood and supported by all members of the team. These attributes are important regardless of the ‘dimension of involvement' described in our definition of teamwork. How many of these attributes describe your team? Are there some areas which need improvement? Extension structures and processes vary from state to state nd from county to county. There is no single definition for teamwork, nor is there one model or one best way for staff units to operate. Rather, it is the responsibility of each team to develop procedures an d approaches, based on the personalities, skills, and attitudes of individual members, as well as on the nature of the task to be accomplished. Perhaps the following questions will provide some beginning guidelines for establishing your team's working procedures: Home Home Go To Page†¦ Team Building and Working in Groups A. Belief in Teamwork Approach †¢ Do you believe in the value of working together in a eam effort? Do you believe that a team decision or product can be superior to the work of a single individual? Have you made a personal commitment to work with your colleagues in a team effort? Has the collection of individuals made a commitment to work together in a team? B. Size of Team †¢ Is your team small enough to make effective communication possible? A team of 2-5 is ideal, a group of 5-10 is workable, a group of 10-15 is difficult and more than 15 may be impossible. C. Resources Available †¢ Do you know every member of the group and what they can offer to the group? Are your expectations ccurate or have they been blinded by past experiences? Do you perceive certain individuals as playing only certain roles, having certain skills, and limited knowledge? †¢ Is the group a collection of individuals assembled because each member of the group has a different area of expertise? Is that expertise accepted by all members of the group? What are the areas of overlap and thus potential conflict in the areas of expertise? D. Organization for Task Accomplishment †¢ Does the team take time to establish ground rules for the operation of the team, or is the team anxious to get on with the task? Has the group agreed upon: – goals and objectives – individual and team timetable – procedures for establishing an agenda – priority of efforts – individual and team – methods of conflict resolution – length of meetings – location of meetings – allocation of resources – leader ship requirements Home Home Go To Page†¦ †¢ †¢ †¢ †¢ Does the group understand that any team usually goes through several stages of development before a team spirit emerges? Do you have enough time – realistic deadlines – to enable you to operate as a team? It takes time for a collection of individuals to become a team.Has the group designated a team leader? A group of peers can still benefit from a leader. The group can make more progress if they will let someone guide the efforts of the team. A group lacking a formal leader will usually waste much time in a struggle for power among group members. Does the group take minutes for the meeting? Are accurate notes kept to avoid losing group decisions? Do you proceed on the basis of specific conclusions and delegation of responsibilities rather than on the basis of general understandings? E. Maintaining the Team Effort †¢ †¢ †¢ Does the team have an open climate of trust and espect f or all group members and their ideas? Has the group achieved an appropriate balance between the requirement for group productivity (task) and the satisfaction of individual needs? Do people in the group avoid breaking into subgroups of trusted friends to share rumors, complain, or form alliances that will affect the productivity of the team? Home Home Go To Page†¦ †¢ †¢ Does the group concentrate on the mission of the team rather than spend all the time socializing? As a member of the team, do you assume a variety of roles? – Task Roles Initiating activity, seeking information, eeking opinion, giving information, giving opinion, elaborating, coordinating, and summarizing. – Team Building Roles Encouraging, standard setting, following and expressing group feelings. – Task and Team Building Roles Evaluating, diagnosing, testing for consensus, mediating, and relieving tension F. Decision-Making and Conflict Resolution †¢ †¢ †¢ †¢ †¢ †¢ Do all members of the group have an equal opportunity for participation or do dominant personalities and people with status and power control the participation? Have you identified your vested interests and the vested interests of other group members that may ause conflict in reaching a group decision? Are dissenting or minority viewpoints treated with respect? Is there an effort by the group to understand the reasons behind a dissenting opinion? Can the group work through differences of opinion rather than ignoring them? Can team members separate criticism of an idea from criticism of the person who had the idea? Are group members willing to discuss areas of conflict or do they try to ignore the conflict or pass it off as being of only minor significance? Does the group avoid a â€Å"wait until next meeting† attitude toward decision making and conflict resolution? Home HomeGo To Page†¦ †¢ Does the team make an effort to understand the problem before finding solutions? Is the team cautious about proceeding on the basis of premature conclusions? Have problem-solving procedures been identified? †¢ Are group members good listeners or are they busy preparing a rebuttal to ideas being presented? †¢ Is the group willing to accept a dissenting opinion and reduced level of commitment as a natural consequence of a group effort? Are individual members of the team willing to compromise their personal objectives for the sake of team objectives that are universally accepted by all group members? Are all members of the team required to adhere to the group decision? Can individual members â€Å"opt out† of the group decision? †¢ What criteria will you use in determining your personal level of acceptance of the team product? Do other members of the team know, understand, and accept the criteria that you are using? Are you really honest about the criteria you are using? Are other group members aware that a threat to your c ompetence and self-esteem will reduce your level of commitment? †¢ Is the team willing to take the time to reach a totally acceptable decision?Is it possible to reach a decision with a uniform level of acceptance and consequent commitment? Is it better to have several members with a high level of acceptance-commitment and several members with a low level of acceptance-commitment than to have all members with only a medium level of acceptance-commitment? What is the trade-off? Assume five persons with a possible level of 100% acceptance-commitment–Which results yield the best investment of time and energy? 1. 2. 3. 5 persons at 95% requiring 10 hours of extra meetings? 5 persons at 75% requiring 3 hours of extra meetings? 2 persons at 90% – 2 at 60% – 1 at 25% = Average of 650, Are conflicts handled openly in meetings or negotiated privately in a â€Å"me and you† against â€Å"them† manner? †¢ Are conflicts handled on the basis of logic a nd agreed upon criteria or are they determined by loyalty to individuals? †¢ Does the team use voting as a means of resolving conflicts only when they are dealing with simple operational concerns? Conflict that is resolved by voting tens to encourage an argumentative atmosphere in which members commit themselves too quickly and may not examine the possibility of finding a settlement agreeable to all. Home Home Go To Page†¦ Teamwork †¦. How Does It Develop?It's important to realize that the development of effective working relationships among staff is a gradual process which requires considerable time and skill. This is not meant to discourage you, but to help you realize that teams aren't created overnight. A certain amount of frustration and conflict are normal. Team development is often viewed as a series of stages, described below. Although all the attributes and skills needed for an ideal working relationship (as listed in the preceding section) are important at e very stage, some become more crucial as the team develops and staff members increase their level of involvement.At a minimum, it's important for individual staff members to realize the benefits of teamwork and to have a commitment toward working together. Without such elements, further team development will be less likely to occur. Conflict, a natural part of the development process, will overpower or dominate the situation, preventing the team from ever reaching its full potential. With a positive attitude toward team efforts, and with increased opportunity and time to practice teamwork skills, staff members can develop as an effective working team, and consequently have greater impact upon clientele problems.Stages of Team Development Stage 1: Hello, I Am†¦ Getting acquainted is of most concern at this initial stage of team development. It usually includes polite dialogue of a superficial, information-sharing nature. Based on first impressions or past experiences, group membe rs develop stereotypes in an attempt to categorize each other and anticipate future responses. Ideas are simple; emotions and feelings are kept in tight control, and controversy is avoided. There is an unspoken agreement not to disagree-a feeling that all members think and feel alike.Items on the hidden agenda stay hidden, and there is a shared ambiguity about the specific task to be undertaken by the team. Home Home Go To Page†¦ Stage 2: What's Our Destination? Members begin to question the team's goals and objectives. They want to discuss reasons for the group effort. If external forces have specified the destination of the team, members may want to discuss why each was placed on the team, and the purpose of the specific group task. As members begin to express divergent opinions, hidden agendas are sensed and poor listening develops. Team members may be quick to agree in an effort to avoid confrontation.A desire to move ahead without â€Å"real† understanding and commi tment results. A tentative timetable may be developed that probably overestimates the contribution of each team member and underestimates the amount of time for each phase of the project/task. Stage 3: What Are the Costs/Benefits as Perceived by the Individual/Team? With first notions of a team effort emerging, members perceive that there are costs/benefits of their involvement in the team effort. Members may ask themselves such questions as: Will the team effort have value for me? Can I use the team to help me achieve individual goals?Will my individual contribution be large and the benefits small? Will I do all the work and have the team receive the recognition? Will nonproductive members get some of the rewards I deserve? OR: Will others on the team make comparable contributions? Will individuals share the workload? Can the team benefit from such an effort? As individual agendas are identified and expressed, members with similar needs and viewpoints begin to form private alliance s. Stage 4: What Skills Do We Need? In the struggle to determine the costs/benefits of team efforts, the resources of team members are explored.Home Home Go To Page†¦ Attention is given to the talents and skills which each member might contribute to the effort. Hidden talents may go undiscovered as the group is still dealing at a superficial level and still blinded by stereotypes and labels, If talents overlap, if there are too many experts on the same subject, or if additional skills are necessary, decisions are made about whether to add or drop members or develop the skills of existing members. When members are added or subtracted from the team, the team development cycle begins again. Stage 5: What Is the Best Route?With the â€Å"end† goals agreed upon, team members begin negotiating the â€Å"means. † There is a strong need for structure, which includes a bid for power and struggle for leadership. As a result, competition develops. Individual agendas are made public. Emotion and alliances to each other, rather than logic, influence judgments of team members; members listen poorly and are close-minded about others' opinions/ideas. The team may prematurely resort to voting as a means of making decisions, which causes some individuals to feel they have not been given adequate opportunity to express their viewpoints.There is a lack of team spirit in this stage. Many members feel uncomfortable with the group struggles. Some are silent and others tend to dominate the group. Commitment to this team effort will vary significantly. Individual priorities seem to block the work of the team as some members place personal commitments â€Å"first. † The team may be difficult to assemble as members are unwilling to change their schedules to accommodate the work of the team. Extreme frustration with indecision may impede progress such that the team will never get beyond this stage.It may still fulfill its task, but not to the satisfaction of all members. Home Home Go To Page†¦ However, if the team persists in its task and at least a few members are willing to sacrifice individual agendas for the benefit of the team, a compromise approach may begin to emerge. Stage 6: How Can We Compromise and Work Together? Team members' attitudes change as they realize that working together can produce a product greater than the sum of their individual efforts. Individual agendas are adjusted to accommodate the needs of the group. Members begin to share leadership responsibilities.Individuals continue to disagree but their ideas are heard; members listen actively and differences are dealt with honestly and openly. Understanding results. Alliances remain, but they are built on ideas rather than personalities and loyalties. Logic rather than emotion guides the decision-making process. Competition gives way to compromise, for conflict is now viewed as a mutual problem. As team members begin to relax in an atmosphere of trust and opennes s, creative ideas emerge, and the team feels that progress is being made. Stage 7: We Are †¦High group morale and loyalty, empathy, and an open climate of trust and acceptance characterize this final stage of team development. Even though one member may be identified as the â€Å"coordinator† for a particular group task, leadership roles are shared among all members. There is freedom to select from the variety of working relationships outlined by the earlier description of the dimensions of involvement. Group members agree to disagree; they agree to settle conflicts, to make decisions, and to proceed to work together on the basis of criteria identified by the group.The team is both effective and efficient in meeting deadlines and accomplishing its objectives. Productive results are most evident. Home Home Go To Page†¦ Because of an intense feeling of â€Å"group spirit,† new members are reluctantly accepted. If new members join, the group must regress to an e arlier stage and grow again to this final phase, together. Home Home Go To Page†¦ Teamwork †¦. How Does Your Team Rate? A continual process of assessment is necessary for effective team development. Hopefully, the ideas and activities presented in this booklet have helped you begin such a process.The following tool can be used to provoke further thought and discussion among team members. As you read the statements under each of the specific areas, think about the working relationships among staff members within your immediate county office setting including secretarial staff. Record your responses on the answer sheet provided. Team Assessment Tool Work Orientation / Work Methods: 1. We accomplish much in our team meetings. 2. Team meetings are unorganized and chaotic. 3. At team meetings, we spend more time socializing than accomplishing the task at hand. 4.As a team, we spend time reviewing our working procedure, how it works, and how to improve it. 5. All members of the team are involved in decisions when appropriate; participation is real, not tokenism. Communication / Active Listening / Interaction: 6. People on our team communicate openly and frankly with each other. 7. In group discussion, team members are guarded and cautious. 8. We listen to each other in an effort to really hear and understand what is being said. 9. Communication among team members is poor (â€Å"catch-ascatch can†). 10. Disagreements between team members are worked through horoughly; individual viewpoints are fully heard. Home Go To Page†¦ Leadership: 11. The county chairperson makes decisions for the team without asking members' opinions when appropriate. 12. The county chairperson adapts his/her leadership style to changing circumstances. 13. The county chairperson ignores the different needs of team members. 14. Leadership for group tasks is passed around and shared by various team members depending on the situation. 15. Levels of authority and responsibility for the county chairperson and team members are clearly defined and understood.Resource Utilization: 16. Team members are unable to handle the current requirements of their work. 17. The mix of expertise and skills among our team members is appropriate for the work we are doing. 18. Members adapt well to the needs of the team. 19. We know the skills and resources that each team member can contribute to our county program. 20. We involve volunteers/state specialists/other resource persons when appropriate to our program needs and if they are available. Objectives/Goals: 21. We have an adequate way to establish our team's objectives and work strategies. 22.Objectives for team efforts are imposed by one staff member or by administration. 23. We lack understanding about our individual responsibilities in relation to each other and to the organization. 24. Our objectives for team efforts are vague and unclear to all team members. 25. Members seem to understand how personal needs/goals c an be met through group work. 26 Home Home Go To Page†¦ Group Commitment: 26. 27. 28. 29. 30. Members feel that teamwork is worthwhile. As an individual, I feet a strong sense of belonging to the team. Team members are reluctant to commit themselves to team efforts.I feel very motivated to work as a team. If a team member gets into difficulty, she/he is supported by other team members. Group Climate / Environment: 31. Our team respects the individual, as well as the innovative, creative ideas of members. 32. Individuals in our team get to know each other as people. 33. 1 feel uncomfortable expressing my thoughts and opinions with team members. 34. We compliment each other on our work when appropriate. 35. The climate of our relationships within the team is one of mutual trust rather than hostility, suspicion, fear or anxiety. Home Home Go To Page†¦Indicate your response to each Team Assessment statement by selecting from among those presented. Place an X in the blank under the appropriate column. Note that the statements are divided into two columns (for analysis purposes). Do check the statement number carefully before marking your response. (instruction for analysis and coding follow. ) Home Home Go To Page†¦ Analysis and Team Coding Instructions Analysis The statements have been divided into two columns. Note the reason: some statements on the tool are positive and some are negative. Thus, adjustments must be made when interpreting the results.As you look over the entire coded sheet, â€Å"never† and â€Å"occasionally† responses to statements in the left column suggest a need for improvement in those areas (Nos. 1, 4, 5, 6, 8, 10, etc. ). Whereas, â€Å"never† and â€Å"occasionally† responses to statements in the right column suggest favorable working relationships, and less need for improvement as perceived by you, the respondent (Nos. 2, 3, 7, 9, etc. ) Team Coding Coding the responses of all team members onto a single answer sheet allows you to further analyze the strengths and weaknesses of your team's working relationships.For each statement, tally (on a clean answer sheet) all team members' responses by making a mark under the column which corresponds to each member's response. (Example: For question No. 1, three members responded â€Å"never† and two members responded â€Å"occasionally. â€Å") Never 1. 3 Occasion- Some- Most of ally times the time Always 2 Continue in a similar manner for all statements. Each team member may want to do this so as to have a copy, or one such coded sheet per team may be sufficient. If there is a wide variation in response on a statement by eam members, it may be especially beneficial to discuss such a statement and attempt to clarify reasons for the varied perceptions. This analysis should help team members identify particular areas of concern. Additional time/activities could be planned for team members to further explore and develop their attitudes and skills in working together. Home Home Go To Page†¦ Conclusion Keep in mind that the development of an effective team requires a positive attitude and commitment toward teamwork, coupled with an understanding of what teamwork involves. Secondly, it requires practicing teamwork skills.This booklet of ideas has attempted to promote the former; it is up to you to pursue the latter. Home Home Go To Page†¦ Annotated Bibliography 1. Dyer, William G. , Team Building: Issues and Alternatives, Reading, Massachusetts: Addison-Wesley Publishing Company, 1977, 139 pp. This book is highly recommended for its practical focus upon how to design and conduct a program in team development. A range of design alternatives are suggested for both improving a unit's effectiveness, as well as for developing a new team. Dyer emphasizes the need for individual team diagnosis with the creation of a program suited to a team's particular needs.Instrumental checklists, an index of characte ristics essential for team effectiveness, and need assessment tools are included. Problems such as role clarification, suppression of disagreement, revitalizing the complacent team, and reducing team-conflict are discussed. 2. Filley, Alan C. , Interpersonal Conflict Resolution, Glenview, Illinois: Scott, Foresman and Company, 1975, 175 pp. A manual for people who are working in groups, this book speaks of changing conflict situations into problem solving challenges. It presents an analysis of the conflict process, how it develops, and methods of resolution.It relates the various effects of language, personal behavior, attitudes, and situational conditions upon problem-solving. Also included for groups are a series of exercises demonstrating issues and behaviors discussed. Home Home Go To Page†¦ 3. Francis, Dave and Don Young, Improving Work Groups: A Practical Manual for Team Building, La Jolla, California: University Associates, 1979, 261 pp. This book is a practical, easy-to -read guide to building an effective team. Teambuilding is explained in depth; the book includes a questionnaire for use in identifying team strengths and weaknesses.It explores many learnable skills for team members to develop in working through their problems; suggested structured experiences are described in detail. 4. Lawson, John D. , Leslie J. Griffen, and Franklyn D. Donant, Leadership Is Everybody's Business (A Practical Guide for Volunteer Membership Groups). San Luis Obispo, California: Impact Publishers, 1976, University Associates, 1979, 261 pp. This book combines group dynamics theory, philosophy, activity suggestions, and resources for task-oriented groups or organizations of volunteer memberships. Part I focuses on individual values and motivations for joining groups.Part II describes organizational ski[ Is and competencies necessary for leaders. Part III discusses in more depth such leadership concepts as the cycle of organization involvement, leadership styles, role conflicts and suggestions for overcoming them, improving individual motivation and interpersonal communications. 5. Robinson, Jerry W. and Roy A. Clifford, Process Skills in Organization Development, University of Illinois: Board of Trustees, 1972, 212 pp. This text was created for use with Extension professionals and local leaders. It emphasizes personal behavior and process skills within an organization.Five concepts important to organizational development are developed and discussed-organizational styles, leadership styles, team skills, conflict management, and change implementation. Team activities and additional references are included. Home Home Go To Page†¦ Dr. Terry L. Gibson, Project Director and Co-Author, is an Associate Professor in the Department of Communication, and Chairperson of the Personnel and Professional Development Unit of the Division of Program and Staff Development, University of Wisconsin-Extension. Jeanne Moore, Associate Project Director, Co-Author , andEditor, is a former Extension 4-1-1 and Youth Leader from Iowa, and graduate student in Continuing Education, University of Wisconsin, Madison. Dr. E. J, Lueder, Project Consultant and â€Å"Reality Tester,† is a Professor in the Department of Youth Development, and a Youth Development Specialist in the 4-H Youth Development Program Unit, University of Wisconsin, Madison. Published by: Division of Program and Staff Development University of Wisconsin-Extension 432 N. Lake St. Madison, Wisconsin 53706 T ypist: Julie Harper Artist: Dale Mann Editorial Consultants: Sheila Mulcahy Rick Crowley Home Home Go To Page†¦

The eNotes Blog What Are You Doing for the Next 30 Days NaNoWriMo, ThatsWhat

What Are You Doing for the Next 30 Days NaNoWriMo, ThatsWhat All you fellow writers out there know tell anyone, anyone at all the taxi driver, a sales clerk, your grandfather, what you do for a living and 50% of the time you will get   a version of the following: A writer, huh? You know, I always thought I had a novel in me. The other 50% of the time, you will get a variation of this response:   I have always felt my life story would make a  great  book. I need to write that down soon. And who is to say that some of these people DONT actually have a book inside them? (Well, we are pretty sure the gum-chomping girl at the Abercrombie does not, but then again, this is a real thing in the world.) During the month of November, you can tell those would-be writers, and perhaps  yourself,  to stop talking about it and really do it. You will be in good company. NaNoWriMo is the acronym for National Novel Writing Month.   NaNoWriMo is a collaborative effort involving thousands of writers and millions of words. According to the projects website, NaNoWriMo is the world’s largest writing event and nonprofit literary crusade. Participants pledge to write 50,000 words in a month, starting from scratch and reaching â€Å"The End† by November 30. There are no judges, no prizes, and entries are deleted from the server before anyone even reads them. So what are you waiting for? November 1st is already half over and you still have 50,000 words to go.

Alternative Meanings for Names of Sense Organs

Alternative Meanings for Names of Sense Organs Alternative Meanings for Names of Sense Organs Alternative Meanings for Names of Sense Organs By Mark Nichol The words for body parts that enable us to perceive stimuli have, sensibly, been applied to other meanings that are extensions of the original connotations. Here are additional meanings of ear, eye, nose, skin, and tongue. Ear An ear is an earlike part of an object or a body or a plant. It also means â€Å"sensitivity to pitch and tone of music or melody or rhythm of speaking,† and it’s a figurative term for a listener or the attention or awareness a listener offers. Eye This word refers to something resembling an eye in appearance or function. It might also denote a glance or a look, or close attention or scrutiny, as well as judgment or point of view or good eyesight or discernment. Eye also refers to the direction from which wind blows or the center of a storm. Nose Nose is employed to mean â€Å"the sense of smell,† or to refer to the aroma or bouquet of something. It also applies, usually in the adjectival form nosy, to curiosity or meddling, though, more positively, one might be said to have a nose, or a knack for comprehending or finding, for something. Also, the forward or projecting end of a tool or any object is frequently referred to as its nose. Skin The covering of a piece of fruit or a seed is called the skin, and any casing or sheathing, or a film or a similar layer, is often referred to as such. It also refers to well-being (â€Å"Save your skin!†) or to one’s self (â€Å"She’s comfortable in her own skin†). Tongue Tongue applies to the power of communication, or to language itself. The word also describes the quality of the tone of something said, or the intention or sense of the message (as when describing someone as having a sharp tongue). In plural form, it refers to meaningless utterances, usually in the context of religious ecstasy (â€Å"speaking in tongues†); tongue also denotes the cry of a hound during a hunt, or a similar sound. It also applies to a narrow projection of an object or of land, or to an object resembling a tongue in form, a projecting edge on a board designed to be inserted into a groove on an edge of an other board (this system of construction is called tongue-and-groove), or a flame. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:50 Handy Expressions About HandsRules for Capitalization in TitlesPrepositions to Die With

Political Theory Essay Example | Topics and Well Written Essays - 1250 words

Political Theory - Essay Example After chute of Feudalism, and the Renaissance era, in the 15-16th centuries, there was even a spiritual Revolution in Europe, mostly in France, after the religious wars between Catholics and Protestants, before French Revolution there was an era for few decades called Elucidation. The representatives of that new steam called Spiritualists, such as Montesquieu and Jean Jacques Rousseau influenced very much the political system of France and contributed to Revolution. It was thus the era of Spirit and Letters, mentality on political theory changed little by little, and mental horizon of people by means of these theories got wider, and by means of French Revolution, the whole political and social system were about to change. Rousseau, among books that he wrote, was, â€Å"The Spirit of Law† and â€Å"Social Contract†, two similar books in which he treats Monarchy and Sovereignty as systems that limit freedom of people, thus social freedom, by means of law.As social freedom is based on natural law, monarchs who apply the law, being the responsible and competent ones to apply may limit freedom, against individual real freedom. In his book ‘’Social Contract’’, he cites: â€Å"How would we like a political system? Would Social contract ensure individual freedom, or am I about to limit one’s natural freedom, based on natural law? Then he moreover claims that the monarchy system is what contributes to Constitution of Social Contract, whereas anybody would sacrifice his/her own freedom for the sake of society†.†. And also, within society, all people are correlated and interrelated, within predetermined relationships, which define individual’s social role, in advance, then individual is just â€Å"a unit† condemned to social freedom the way it is in society, and his social being and substance are defined by means of this system. Individuals by sharing â€Å"common charge† in regard to their social role, are thus forced to obey to laws of sovereign, in all terms, such as political, social, financial and cultural, what composes the ever existing political and social system, the one of capitalism, and