Introduction
The reflective analysing essay is related to my individual experience while working with the team of concept handbook. For this I have used our group concept which is “Leading” and another concept “Organizing” to describe and explain the Concept Handbook Teams’ level of effectiveness. Teamwork is not an easy task. It is more difficult than working as an individual. In this situation, working as a team is thought to be a powerful approach for the accomplishment of the objectives and targets in a successful way. “A team is a small number of people with complementary abilities, committed to a common purpose, approach and performance objectives, for which they consider to commonly responsible” (Katzenbach & Smith, 2015)
Analysis of Performance of Team
When we first heard about the Concept handbook
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5th edn. United Kingdom, Cengage Learning, EMEA
Samson, D. and Daft, R.L. (2012) Fundamentals of management. 4th edn. Australia: Cengage Learning Australia.
Robbins, S.P. and Coulter, M. (2010) Management - 11th edition. 11th edn. Boston
Riggio,R E,Chaleff,I & Lipman-Blumen, J 2008,The Art of Followership: How Great Followers Create Great Leaders and Organizations,1st Edition,A Willy Imprint,USA
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The happy manager,2017, Why is Teamwork Important?,the happy manager, Viewed on 15 Apr 2017
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To further understand Belbin Team Role Theory, I, together with four students formed a team and simulated as being authorized by the Songjiang Government Bureau to investigate into the current situation and the prospect of the higher education industry in Songjiang District. Through unremitting team efforts, we successfully demonstrated our findings and recommended several ideas via a formal presentation. Reviewing the three-months-long process of cooperation, I really found this experience of learning meaningful and fruitful. This reflective essay is a conclusion of my sympathetic introspection of the
In followership there needs to be a leader that inspires and bonds followers together as a unit moving in one direction. Today’s leader has to be more than someone that was placed in a position of authority, a person with a title and a higher salary level. A real leader is found when the behaviors and attitudes of their
Taken from, Waddell, Jones, and George (2013) 3rd Edition. Contemporary Management, Sydney, McGraw Hill (pages
What rating would you give the team out of 10 (10 being the highest level of success)? What factors do you think contributed to the level of success your team achieved when success is defined as the creation of a resource that has authority and is user-friendly and the degree to which you worked effectively as a team. Provide specific examples from your experience to illustrate these factors.
1. Read `Spotlight on Management` on pages 133-149 and the practice lesson `The Real World` on page 152. Please discuss the following questions in detail. Your response to each question should consist of: a minimum word count of 250 words and at least three (3) scholarly sources (1 resource can be the textbook):
1. Read `Spotlight on Management` on pages 133-149 and the practice lesson `The Real World` on page 152. Please discuss the following questions in detail. Your response to each question should consist of: a minimum word count of 250 words and at least three (3) scholarly sources (1 resource can be the textbook):
1. Read `Spotlight on Management` on pages 133-149 and the practice lesson `The Real World` on page 152. Please discuss the following questions in detail. Your response to each question should consist of: a minimum word count of 250 words and at least three (3) scholarly sources (1 resource can be the textbook):
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
Effective followership is an essential component of effective leadership in that, without good followers, the leader’s work is difficult and cumbersome. The role of the follower is many times understated. As illustrated by Kelley (1998), “effective followers are thinkers; energetic and assertive, self-starters, independent problem solvers, and carry out their tasks with these characteristics (p. 143). Effective followers also are characterized by their ability to perform tasks with little supervision, their intelligence, and ability to think for themselves. We are all followers, even those who consider themselves leaders; so to encourage this effectiveness in others; we must be role models for those under us, so that they may also be effective at following. Chaleff (2009) observed that “all important social accomplishments require complex
All with differing skills and levels of experience, to allow a service to be provided efficiently and effectively. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interdependency. There is usually not as much room for conflict when working as a team. The team also does not rely on groupthink to arrive at its conclusions.
Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
The study in to the area of followership has been overshadowed by leadership for many years, and continues to lack in research studies to examine this important topic. American culture may be partly responsible for “follower” having a negative connotation. Sayings like “always a leader, never a follower” help to reinforce this idea. Leaders are looked upon as an elite class, while followers are viewed as people who did not achieve.
Bergman, R. Coulter, M. Robbins, S., & Stagg, I. (2012). Management 6 (pp. 86-91). New South Wales: Pearson.
Journal of Management Development, Vol. 14 No. 5, 1995, pp. 39-49. © MCB University Press, 0262-1711