What The Lumen Team Is Doing Well. The Lumen Team’S Success

story followed the CEO in her efforts to unite the team in an attempt to encourage increased productivity and most importantly, an understanding of how a team should function.

While having a team of extremely motivated and high- performing individuals is ideal for most companies; establishing a self-directed, high-performing team isn’t always easy. There are tons of pros and cons to developing such a talented team. In this paper we will discuss some of the difficulties managers have establishing these self-directed teams. We will identify some of the characteristics of high-performinging teams as well as give a little direction to managers that may be struggling to develop a team of self-directed individuals. We will also briefly speak on negotiation and conflict resolution skills that managers can use to build a strong team. I’ve run and managed several teams throughout my life and I’ve come to realize that when

“Teamwork is critical to successful use of talent, skills, knowledge and labor in a globally competitive marketplace. All members of a team and organization have something to share with others and something to learn” (Kaye, & Hogan, 1999). Combined “Learning Team D” has a lot of strengths some of the innate tendencies are that a majority of the team is tenacious. As a whole they seek to get things done quickly. The members all express confidence in their ability to achieve and make things happen. They are able to create a plan of action and follow-up routines. The team is able to take calculated risks when making decisions. The team is able to see things in black and white. This makes it easier for them to delegate and take charge when it is required. Members often downplay

Throughout the readings communication was identified as a vital component for establishing and maintaining relationships. Porter-O Grady sanctioned for leaders to establish firm rules of engagement to help support a positive group dynamic (2013). While Kelly & Tazbir explained that friction and conflict were a normal part of group development and were representative of the Storming stage of group process (2014). Moreover, they explained that with assistance from the team leader the team can overcome these obstacles, strengthen inter-professional relationships, and enter into the Norming stage (Kelly & Tazbir, 2014). Here the team is able to participate in the effective exchange of communication and begin making progress toward goals. This represents progression into the Performing stage of group process (Kelly & Tazbir, 2014). When the team has met its intended target they are ready to anylze the outcomes of their work and enter the final stage of group process—Adjourning (Kelly & Tazbir,

Our goal is to work collectively and cohesively by converging our mindsets and strengths together. We feel that it is essential for us to work well together and create meaningful relationships in order to be successful in both the Business Management and Managing Work and Teams courses. The vision of our team is to establish strong teamwork skills that will supplement our future success throughout our four years at Smith. As a team we envision achieving these goals by creating an open environment where team members feel comfortable to communicate their opinions and ask questions. We will implement this by utilizing a collaborative mindset where we will be able to learn from each other and share our learnings with our future teams. As a team

“Together Everyone Achieves More… That’s what TEAM means, so let’s work it out together!” These were my words to my first successful venture into the network marketing and direct sales arena and although I did not have a clue about how I or my team would become a success in this business, we sat down in my overpriced apartment and decided that failure was no longer an option.

When teams are performing at their best, you are likely to find that each team member has cleared responsibility. You’ll also see that every team member needed to achieve their own personal goals in order for the team’s goal to be fully met to an adequate level. Dr Mereditch Belbin studied team work for many years and he mainly observed that people in teams tend to assume different roles within the team. He defined a team role as a “tendency to behave,

I am the second team member. On my part, I am a senior instructor analyst with

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

While the Lumen Team members enjoy to be a “team” under the leadership of Max, the Absorb Team members do not even feel “to be a team”(even one of them wanted to leave the team) because of Chip’s ineffective leadership style.

Organization structure wise, the lumen team and absorb team are quite similar. Each team has a team leader, a team focused on marketing and commercialization, and a team of technical experts. The members of these two teams all seem to have substantial amount of industrial experience and technical competency. However, the two teams differ greatly with regards to the motivation level of the individual team member, efficiency and productivity, and teamwork environment. These differences are mostly caused by the different leadership capacities that the team leaders possess.

On a team, there is a much stronger sense of accountability and ownership regarding individual performance and its impact on the work of the whole (Sosik & Jung, 2010, p. 305). According to Sosik and Jung (2010), “…Team members believe that they not only are accountable for their own performance, but also hold mutual accountability for collective objectives. They develop a high level of trust, and every member encourages others to look at their work from a larger perspective” (p. 305).

Humans are social beings who organize themselves into groups that share a common interest and are essential for discovering, developing meaning, and self-worth. Groups are important for everyday work, and they work toward achieving a goal. Groups increase the information of one person by combining ideas and knowledge. They can also help people in their social life through interacting with other people and bypassing their comfort zone. Not much work can be done alone, whereas a group can help solve problems and assist each other in work. Our group shows example of docile, zealous, humble, and diligent whether it be in our group or each members and everyone contribute to keep the group working.

Groups are dynamic in nature and are characterized by energy and vitality and growth and development (Carron & Eys, 2012). Although all teams are regarded as groups, not all groups can be regarded as teams (Franz, 2012). In this sense, team cohesion can be defined as special ingredients that change a collection of people into a team. This happens after the members have understood the dynamic of that team. Then the team members begin to interact with one another during the forming stage. Immediately after the process has been defined, the team members cease to intermingle with external entities in the same way as before and the team starts to become an entity in itself (Cox R.H., 2007).