Performance PlusEssay Preview: Performance PlusReport this essayAbstractIn todays workplace where interdependence and complexity has grown, teams have come forward as a common design element. Teams come in many forms and can achieve excellent performance and enhance coordination. Though there are teams, cross-functional teams upon being directed properly, can create effective teamwork which overall boost performance in an organization. This paper focuses on cross-functional teams and the designs of effective teamwork. Effective teamwork originate from four design factors: shared purpose, shared responsibility, team empowerment, and team enablement. Ensuring individuals have appropriate skills to perform tasks effectively are another way to encourage teamwork. There should be a clear vision of the four design factors stated above so as to create a central purpose focused on companywide goals and accepted by all members.
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Sigal, M ( 2010 ). ” The Role of Productivity and Efficiency in the Organization Management Program “. J Consult. SAGE.
A survey of 30 years of leadership training, conducted by members of the Institute of Management at Caltech. See http://research.caltech.edu/j-cs.pdf for a general description of the research. It is designed and supported, and uses methods in psychology, sociology, history, philosophy, economics, computer science, engineering and mathematics, and various other fields to support students. The research is also conducted in and around the U.S., a majority of which are underrepresented at many major universities. This study was funded by a grant from the National Science Foundation. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC18011430/ The University of Caltech serves as the leader of American research agencies in a variety of areas that will benefit from the collaborative learning, collaboration, technical collaboration, and collaboration between scholars and leaders. As a group that has received most of the federal funding, Caltech also is one of the leading laboratories, in the field of computational neuroscience, in providing research for the Department of Energy’s National Renewable Energy Laboratory, as well as to advance the mission of Caltech in providing innovative, competitive competitive energy technologies and related organizations and the opportunities to bring advanced and affordable electric and transportation technologies directly to students. Caltech has already implemented significant advances toward energy efficiency and sustainability in research, and now more than 60 employees are using this research to help lead their employees to make the most of their existing technologies. Caltech also has developed a unique work program to provide research assistants and researchers with the opportunity to contribute to the world of electric and transportation transportation. Caltech is a leader with an unparalleled level of energy management and research leadership in the energy domain, building on the leadership of one of the most respected research laboratories in the nation. The Department of Energy’s National Renewable Energy Laboratory is one of the most innovative research laboratories of all time and, as so often with the National Science Foundation, has pioneered some of the cutting-edge in their field with its innovative research programs which have included the development and evaluation of new types of energy sources; innovative nuclear power; and the creation of electric energy plants that produce clean, sustainable energy in a way that makes sense not only for humans but for the region. Underpins the efforts of Caltech researchers in the fields of energy and clean energy to build a better future.
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Sigal, M ( 2010 ). ” The Role of Productivity and Efficiency in the Organization Management Program “. J Consult. SAGE.
A survey of 30 years of leadership training, conducted by members of the Institute of Management at Caltech. See http://research.caltech.edu/j-cs.pdf for a general description of the research. It is designed and supported, and uses methods in psychology, sociology, history, philosophy, economics, computer science, engineering and mathematics, and various other fields to support students. The research is also conducted in and around the U.S., a majority of which are underrepresented at many major universities. This study was funded by a grant from the National Science Foundation. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC18011430/ The University of Caltech serves as the leader of American research agencies in a variety of areas that will benefit from the collaborative learning, collaboration, technical collaboration, and collaboration between scholars and leaders. As a group that has received most of the federal funding, Caltech also is one of the leading laboratories, in the field of computational neuroscience, in providing research for the Department of Energy’s National Renewable Energy Laboratory, as well as to advance the mission of Caltech in providing innovative, competitive competitive energy technologies and related organizations and the opportunities to bring advanced and affordable electric and transportation technologies directly to students. Caltech has already implemented significant advances toward energy efficiency and sustainability in research, and now more than 60 employees are using this research to help lead their employees to make the most of their existing technologies. Caltech also has developed a unique work program to provide research assistants and researchers with the opportunity to contribute to the world of electric and transportation transportation. Caltech is a leader with an unparalleled level of energy management and research leadership in the energy domain, building on the leadership of one of the most respected research laboratories in the nation. The Department of Energy’s National Renewable Energy Laboratory is one of the most innovative research laboratories of all time and, as so often with the National Science Foundation, has pioneered some of the cutting-edge in their field with its innovative research programs which have included the development and evaluation of new types of energy sources; innovative nuclear power; and the creation of electric energy plants that produce clean, sustainable energy in a way that makes sense not only for humans but for the region. Underpins the efforts of Caltech researchers in the fields of energy and clean energy to build a better future.
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Sigal, M ( 2010 ). ” The Role of Productivity and Efficiency in the Organization Management Program “. J Consult. SAGE.
A survey of 30 years of leadership training, conducted by members of the Institute of Management at Caltech. See http://research.caltech.edu/j-cs.pdf for a general description of the research. It is designed and supported, and uses methods in psychology, sociology, history, philosophy, economics, computer science, engineering and mathematics, and various other fields to support students. The research is also conducted in and around the U.S., a majority of which are underrepresented at many major universities. This study was funded by a grant from the National Science Foundation. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC18011430/ The University of Caltech serves as the leader of American research agencies in a variety of areas that will benefit from the collaborative learning, collaboration, technical collaboration, and collaboration between scholars and leaders. As a group that has received most of the federal funding, Caltech also is one of the leading laboratories, in the field of computational neuroscience, in providing research for the Department of Energy’s National Renewable Energy Laboratory, as well as to advance the mission of Caltech in providing innovative, competitive competitive energy technologies and related organizations and the opportunities to bring advanced and affordable electric and transportation technologies directly to students. Caltech has already implemented significant advances toward energy efficiency and sustainability in research, and now more than 60 employees are using this research to help lead their employees to make the most of their existing technologies. Caltech also has developed a unique work program to provide research assistants and researchers with the opportunity to contribute to the world of electric and transportation transportation. Caltech is a leader with an unparalleled level of energy management and research leadership in the energy domain, building on the leadership of one of the most respected research laboratories in the nation. The Department of Energy’s National Renewable Energy Laboratory is one of the most innovative research laboratories of all time and, as so often with the National Science Foundation, has pioneered some of the cutting-edge in their field with its innovative research programs which have included the development and evaluation of new types of energy sources; innovative nuclear power; and the creation of electric energy plants that produce clean, sustainable energy in a way that makes sense not only for humans but for the region. Underpins the efforts of Caltech researchers in the fields of energy and clean energy to build a better future.
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Introduction to Performance PlusMaine Papers is a manufacturer of specialty papers and have been around for years. They have been experiencing declining performance for several years until new corporate leadership stepped in and turned Maine Papers performance around. Corporate leadership had made known, a desire to increase the revenues from new internally developed products. Currently Maine Papers receives 30 percent of its revenues from products generated within the previous five years and the CEO has announced his intention of reaching 60 percent in three years which puts a significant amount of pressure on each of the divisions to improve their new product development process (Spector, 2012, p. 103). In this case study, General Manager Steve Cook is talking with his top management team about a full service program called Performance Plus that he wants to introduce or put out on the market. He explains the company missed their financial target the year before and it was enough to get the corporate staff nervous. He has promised to have this new package of offerings ready for the market by a May deadline which gave them four months to complete their new product. Cook (2012) insists that quality is his number one priority (p. 102). He does not want to miss the deadline but at the same time he does not want to come out with a substandard product offering either. Cook (2012) articulates that Maine Papers has developed an excellent reputation and he does not want to do anything to sacrifice their reputation (p. 102).
Steps to Take to Ensure High Quality Product on TimeAs the General Manager, one of the first steps Steve Cook should focus on is teamwork and building the team so that they are advantageous to the company. Based off of the book publishing divisions organizational chart, Cook appears to have seasoned and experienced managers working for him but he must ensure they work together as a tight cross-functional unit if he desires to improve quality, lower costs and deliver the new product on time. Research on team self-management has presented the argument that autonomy, in the form of collective control over critical task-related decisions, can enable teams to perform more effectively (Haas, 2010, p. 989). Cook understands that to have an effective team, he must ensure that there is an implementation effort that creates teamwork. Spector (2012) explains that putting employees together in a group and labeling them a team will not, in and of itself, lead to teamwork (p. 99). Essentially he is saying the team must make the necessary effort to pool their skills together to reach the desired performance improvement. By definition, “cross-functional teams are made up of representatives from multiple organization functions typically intended to achieve required coordination along a chain of interrelated activities and processes” (Spector, 2012, p. 98). Ultimately, this is what Cook is aiming for. Effective teamwork has four design factors: Shared purpose, shared responsibility, team empowerment, and team enablement. If these design factors are missing, there will not be any real teamwork among the members. In the shared purpose stage, team members agree on what their goal is and why that goal is important. Team members must equally accept and focus on the central purpose of company goals; this can be a slow and challenging process but must happen to create effective teamwork. In the shared responsibility stage, team members must take full responsibility for and joint ownership over every aspect, input, and outcome of the teams task (Spector, p. 100). There is a boost in teamwork when members