Analysis Of Franklin Equipment, Ltd.

Understanding the basics of individual membership in a team and working on job involvement, job satisfaction and motivation of each member can help to form a team that is able to work to its full potential and create outputs greater than the sum of their inputs, as when a diverse group develops creative alternatives.  (Robbins 319). Also knowing principles of individual membership in a team the Woodson foundation will be able to avoid common mistakes, which make teams with great potential dysfunctional, for example, setting wrong goals and using wrong tools to

Teamwork cannot be demanded. Everyone involved must discuss and understand what the goal is and what is required of them. Teams should have traits such as goals and objectives, empowerment, trust, authentic participation, innovation, creativity, risk taking and leadership. (Temme and Katzel, 1995)

As each new project is started, a new team leader may be assigned. The reason for this is with each new project the area of expertise needed may change. These teamwork groups are helpful to the manager. By delegating the responsibility of a project to the designated group, it lessen

The final team member chosen was for the position of linker/producer. Marcell seemed to be the natural choice for this position. The single most important factor that made Marcell seem to be the best choice for this position was his proven ability to identify the deliverable or objective in any given situation. In the position of linker/producer, the ability to coordinate, integrate, provide directions, and follow through were areas that I felt best suited Marcell’s skill set. Marcell’s excellent project management skills and his ability to keep people on track were also important factors that I considered when making this choice.

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

This is an example of a negative risk. The project manager will need to interview each of the team members to determine if they are the best suited for the job. Their knowledge base will need to be sufficient so that the training needed to complete the project if very little. Meetings will

Many of us have seen that "Nobody's Perfect - But A Team Can Be" and we have seen a team produce a quality and quantity of work far higher than the sum of what the separate members could have produced on their own. The success of any Endeavour hinges on the behavior, talents, balance and cohesion of this management team. There are two main points when it comes to relevance of teams, the first is the recognition that human strengths usually bring countervailing weaknesses and the second is that some combinations of these roles have a greater probability of team success than others.

In the article of Polzer (2003), it was stated that choosing the appropriate team members could be the trickiest part of designing a team yet it is also of great importance. For a team to work, the right mix of individual should be selected. There should be a right mix of technical and interpersonal skills between team member together with the right level of diversity, and everyone’s roles are clearly differentiated (Polzer, 2003). Team size, individual skills, diversity, defining formal roles, and formal leadership should be taken into consideration during the selection process. Team size is the “most fundamental starting point for choosing team members” (Polzer, 2003, p.7). It is not always the more, the better in this case. The leader during selection should consider the task they need to accomplish, the skills of the members, and the deadline of a task. As an example, it will be easier to relay information to five people than twelve people as it could take twice the effort in doing it. However, as mentioned earlier, it always depends on the project, task, goal, time, and the people involved.

For the magnitude of the West Coast Transit Marketing Project, it is important to select a certain caliber of team members that hold the common goal of unity of a team. “Teams should not be developed or created for the sake of having a team; they are designed to meet the needs of a specific performance or challenge” ("Work Teams in Organizational Behavior | Tanmoy Das - Academia.edu," n.d.). A team must hold several hold several characteristics in order to be successful in completing any particular project. The traits that should be inherent in an individual are team unity, problem

It is important for team members to be consulted and kept informed of a projects progress and has feedback provided in regards to their own performance standards. By producing and actively involving project members in all aspects of the procedures and giving detailed feedback on their progress any issues can be resolved, good progress commended and they will know if they are completing the tasks adequate or may need assistance.

The use of teams can be an excellent method to accomplish tasks, goals, and mission. However, a team development strategy must be established to ensure the team is effective and potential issues are addressed. Team leadership is critical in the development, training, monitoring, and success of teams. Teams require training and attention in order to be successful (Cottrill, 1997). In issue six of the DPU case study, the CEO will make the use teams to improve the quality of manufacturing production (Schoology, 2016). The use of small, six person teams will ensure the teams will be productive and engaged. The first step to take when establishing new teams is to identify the issues and concerns of team development.

This case study mainly focuses on Arctic mining consultants of geological mines, its management and organizational behavior particularly with much emphasis on the employees who are coordinated by Parker (Case study). Tom Parker, 43, is now a field technician and coordinator for Arctic Mining Consultants. He is experienced in this field since he has worked with headstone installer and prospectors among other companies. He worked as a ranch hand, high steel rigger, headstone installer, prospector and geological field technician. Now he is responsible for hiring, training and supervising field assistants for all Arctic Mining Consultant’s programs. He has experience in mineral exploitation, trenching and installation of grid. For this project Parker will be acting as team manager though this is not his normal role. Tom has hired three people to work for him on a past project at Eagle Lake, John Talbot, Greg Boyce, and Brian Millar. He wants to enforce these policies to his fellow workers due to his powerful influence without considering their abilities. This is what has resulted to issues of organizational behavior not being put in consideration in a bid to fulfill his ambitious goals (Theresa, Devansheesh, Andrew & Melanie, 2011). The project stipulates that within a seven day window the team stakes 15 claims, 60 miles in total, which would be an average of 7.5 lengths per day among the four team members. These stipulations also include mobilization and demobilization. Mr.

Each person had different strengths. They could therefore contribute their varying abilities in order to achieve efficient results. Managing the project development was achieved through good organisation. It is imperative to understand the advantages of each team member to delegate appropriate sections. There was a huge challenge in the lack of time since we only had two weeks to prepare the presentation and we

The definition of a project is a complex one time effort which is limited by time, budget and resources in order to complete certain objectives. If these characteristics are not met it results in project management failure. An example of this is the Pike River Coal Mine tragedy which occurred on November 19th 2010 which is located on the West Coast of New Zealand, where a series of methane explosions happened resulting in the loss of 29 men’s lives and 2 survivors walking away from the explosions. This report will look into the project management failures which occurred at the Pike River Coal Mine such as not completing objectives by certain deadlines which then would lead to going over the financial budget and how the overall management of the project could have been improved to decrease these failures. Also throughout the Pike River Coal mine project it highlighted serval issues which may occur when dealing with the management of the people whether it being individuals or team. This report will look at the theories of motivation and communication and see how these theories helped contribute to the Pike River tragedy.

Franklin Equipment Ltd. (FEL) was established 75 years ago in Maritime Provinces, having headquarters in Saint John, producing large machines for construction business. FEL’s main focus is on manufacturing of rock-crushing equipment for construction of Dam and highway construction. At present, FEL designs, produces and assembles both stationary and portable rock-crushing plants.