Question

1) As a Team answer the following questions:

One of the new key behaviours at Ace Technology is to ‘Work as a team with a high degree of mutual respect and collaboration’.  Using what you’ve learned about groups and teamwork:

• How would you recommend Bill and his executive team go about creating this team (Explain in detail and support your conclusions with research)?
• What types of teams will be needed at Ace (Explain and support your conclusions with research)?
• Read "OB on the Edge" (page 240-245). Develop a plan to build team trust at ACE.
  

• Part of your grade will also be assessed on your ability to work as members of a team. This will allow you to build on learnings from this and previous courses. Include a brief team assessment section which details who did what. In other words, quantify each team member’s contribution to the project. Describe how you worked as a team. Also, include the research that each team member contributed.

  I just need introduction and conclusion well organized full page for each. please and thank you.!

the topic is about ACE Technology and working in a team with respect. so what we learned about group and teamwork. we have to write introduction and conclusion on the basis of ACE TECHNOLOGY and group team work. thanm you

Answer 1

Before anything we must have prepare introduction of Groups & Teamwork on which overall meaning of above question is based, only by which following output can be obtained

"Work as a team with a high degree of mutual respect and collaboration"

There are two types Groups of 1 Formal Groups & 2 Informal Groups

Formal Groups are used to organise & distribute work, pool information, devise plans, coordinate activities, increase commitment, negotiate, resolve conflicts and conduct inquests. Group working allows the pooling of people's individual skills and knowledge, & helps compensate for individual deficiencies. It has been estimated that most managers spend 50 per cent of their working day in one sort of group or another, and for top management of large organisations this can rise to 80 per cent. Thus formal groups are clearly an integral part of the functioning of an organisation.

Informal Groups are usually structured more around the social needs of people than around the performance of tasks. Informal groups usually serve to satisfy needs of affiliation, and act as a forum for exploring self-concept as a means of gaining support, and so on. However, these informal groups may also have an important effect on formal work tasks, for example by exerting subtle pressures on group members to conform to a particular work rate, or as 'places' where news, gossip, etc., is exchanged.

While Creating Team: Team can be decide based on people’s withholding all above qualities as discussed above in some manner to share and solve the "challenges". So one can prepare a Team having qualities of Groups and execute the Teamwork in such a manner that will help to improve & benefit everyone of Group. The term 'work group' (or 'group') is often used interchangeably with the word 'team', although a team may be thought of as a particularly cohesive and purposeful type of work group.

Following Characteristics are presents in in Good Team:

· a definable membership: a collection of three or more people identifiable by name or type;

· a group consciousness or identity: the members think of themselves as a group;

· a sense of shared purpose: the members share some common task or goals or interests;

· interdependence: the members need the help of one another to accomplish the purpose for which they joined the group;

· interaction: the members communicate with one another, influence one another, react to one another;

· sustainability: the team members periodically review the team's effectiveness;

· an ability to act together, as one.

Usually, the tasks and goals set by teams cannot be achieved by individuals working alone because of constraints on time and resources, and because few individuals possess all the relevant competences and expertise. Sports teams or orchestras clearly fit these criteria.

Stress Management,

"OB on the Edge" as the said there are many situation while working alone or togather creates situation which distract the way to attain final stop to the problems, to solve such problems one must take care and follow to keep in mind the following issues

Time management : This can be attained by self, we must allocate our stress by which we can dicipline our stress to formulate its limits.

Physical activity: Yoga, Meditation are the best possible ways to solve all type of stress issues.

Relaxation techniques: Listening Music, Playing games can be used in workplace without disturbing others and on free time.

Building social support : Is a good tool to puncture stress at work, which normally can be found in Informal Groups. A coffee break with a friend at work, a quick chat with a neighbor, a phone call to your sibling, a visit to a house of worship or volunteer work are all ways to develop and foster lasting relationships with others.

Following is the way by which teamwork can be Strengthen & assessed in best manner:

Team Development

Teams do not become effective overnight. Team building is a process that requires due attention and care. If you try to skip over important development stages, you risk not forming the solid foundation needed when trouble or setbacks occur.

To build, lead, or participate in a team requires an understanding of the stages of team development. Through extensive research, it has been found that successful teams have certain aspects of their development paths in common. The one that most people are aware of is Bruce Tuckman's Forming, Storming, Norming, and Performing model .

Two other factors that significantly increase a team's chances of being effective are having a well thought out team orientation process, and developing a clear team charter. Both of these help you establish clear guidelines and set clear expectations. When the individuals on a team all know what they are supposed to be doing and how they are to go about doing it, you give the team a good start on maximizing performance. To read more about these processes see the Mind Tools articles on Successful Induction  and Team Charters .

Feedback

One of the best ways of improving people's performance is by providing information to team members about their individual performance, as well as the overall team performance. After all, how do you know what is working and what isn't if no one gives you an objective summary?

There are usually plenty of people around who are ready and willing to give you their opinions on this. Unfortunately, this information is often conveyed in a manner that causes resentment and animosity.

For feedback to be positive and growth-inspiring, it has to be delivered properly, with enough attention being paid to how the receiver is going to perceive and process it. To learn more on giving feedback, see our articles on Giving and Receiving Feedback , The GROW Model , and 360° Feedback .

Participation and Articulating Vision

Articulating the team's vision is fundamental to developing a high performing team. It's the vision that motivates and directs a team to reach its goal.

The best teams invest a great deal of time and energy into exploring and understanding the overall purpose and vision of the team. From this vision, a set of goals and objectives emerges that helps the team stay focused and on track.

The key to using vision successfully is making the process of discovering it a participative one. You can tell a team what the vision is and team members may or may not agree that the cause is worth working hard for. If, however, you allow the team to explore the vision, to see how their specific roles fit into the big picture, and provide meaningful opportunities for team members to assist in the team's success, then you have the basis for a high performing team.

To learn more about tying vision to goals see Performance Management and KPIs , The Balanced Scorecard , and Management By Objectives . To learn where you sit on the participative management scale, see the article on the The Blake-Mouton Managerial Grid . The articles on Avoiding Micromanagement  and Successful Delegation  discuss why it is important to provide challenges to your team members and allow them to use their skills and abilities to the fullest.

Managing Conflict

Conflict can be an inevitable consequence of working with other people. Opinions, values, styles, and a whole host of other differences provide more than enough grounds for disagreement. This disagreement is actually part of the reason why teams can be so effective – the more perspectives that go into a process, the better the end result. Usually!

Allowing the differences to get out of hand, though, causes unnecessary disruption and leads to breakdowns in working relationships. Team members and leaders should take it upon themselves to understand the basics of conflict management and also learn more about different styles and ways of thinking and working.

For more information on effectively managing conflict, see Managing Conflict , Theory X and Theory Y  and Role Playing .

Group Roles and Structure

The differences between how people work and view the world make for interesting conversations and dynamic teams. An effective team capitalizes on these natural differences and maximizes performance by putting the right people in the right roles.

The articles on RACI  and Task Allocation  discuss this exact issue and provide practical methods for getting the most out of your team.

Some research has also been done on the different types of roles people play within teams. While the jury is still out on the detail of this research, having insight into the types of roles that are taken on in teams can help you see which roles and behaviors are constructive and which ones aren't. Mind Tools has featured two such models of team roles: Belbin's Team Roles and Benne and Sheats' Team Roles .

Team Member Development

No matter what role a person plays in a team, or what tasks he or she has been assigned to, there is almost always room for personal improvement. When the individuals on a team are functioning at high capacity, the team can flourish as well.

This is a critical understanding in team performance. Although there is no "I" in "Team" you have to remember there is no team without individuals. You have to build and foster the skills in the individuals that are congruent with the needs of the team.

To do this, requires a solid understanding of training methods and ways of identifying the needs of the team members. The article on Successful Induction  talks about setting out a training needs analysis from day one. The articles on Understanding Developmental Needs  and Training Needs Assessment  provide practical tips for identifying areas that need improvement.

Understanding and Collaboration

The last area of team functioning explored by this quiz covers how well you and your team are able to collaborate and understand the key issues facing the team. Again, this goes back to the idea of cohesion. Members of successful teams all head in the same direction, and work for the same purpose.

When priorities and goals diverge, tensions appear within the team, and the whole is often no longer greater than the sum of its parts. This is a fundamental issue for high performing teams. Consensus, consistency and agreement are vital for effective teamwork.

One of the Best Example for Team Work cab be given as follows :

The digital age is defined by teamwork, and one new media company illustrates that more than any other. Wikipedia is everyone’s go-to when they need a quick answer. It’s library of the internet, a collaborative engine of knowledge that is constantly evolving.

There were once encyclopedias that collected the world’s knowledge, but these are static volumes that are only updated every number of years. Also, what is printed between their covers is not up for debate. If you have a problem with what’s listed, you could write to the editors and maybe even get a response.

But Wikipedia changed that whole paradigm by recruiting an army of volunteer writers and editors who put the facts into its website. This simple but effective and massive example of teamwork is almost incomprehensible in its scope and yet runs surprisingly well. There are mistakes, but the site is built in such as fashion that these anomalies are quickly discovered. Teamwork is essential for Wikipedia because in a sense, everyone who has ever landed on the site is part of the team.

Hence from all above discussion & given example its very very important to say that being a part of Team is more successful with powerful existence in society & effective at any organisational functioning instead of working single.