From the beginning there must be an acknowledgement, on diverse teams, of different workers communications styles. Self-awareness and awareness of others is crucial rather than willed ignorance and the ignoring of such differences. For example, when a woman knows that her tendency to say 'I'm sorry' is often misinterpreted by her male colleagues, she is less likely to use this method of communication in a reflexive manner. Likewise, a colleague from a highly confrontational culture or region of the country does not have to adopt a new persona, but can operate with the awareness that his or her abrasive style is not universal to the work team and he or she might have to be quiet for a moment after speaking, before a less confrontational colleague fills the silence with an opinion, a critique or an idea.
Self-awareness exercises regarding communication style differences and assumptions before the actual project is embarked upon can be profound ice-breakers and mark the difference between a group of individuals merely sitting side by side one another, and functioning as a team. Forcing individuals to not simply assume they are the norm but to ask, who am I and how do I communicate, forces them to understand their unique, as opposed to general commitment to the work team.
Also, broaching the discussion of diversity and demographic differences forces members of the team to confront personal stereotypes regarding their preconceived notions about other team players. A high performance team keeps its eye upon the goal at hand, and does not see, instead, someone as wrong before he or she advances a particular concept, based upon his or her race, gender, or accent. Of course, no one can be stripped of all of prejudices before commencing upon a project, but awareness on the part of the team leader and the company ethos helps prevent stereotypes getting in the way of quality work.
While diversity is often thought of as something to be 'managed' on a team, it is important to add that diversity in a demographic sense can also be a tremendous team contribution. Consider how someone...
The organization has these and it helps to bind the members of the organization together. We see someone with a company shirt at the football game, we say "hi," because we're all working together. It is the same thing with high performance teams. Everybody works together, so the team needs its own culture to help motivate itself -- it is an organizational subculture that makes the high performance team
Group Can Become a High Performance Team Research has shown that the key factor to the performance of an organization lies in its culture. Factors like the dynamics of change, new technologies, demands of customers, diversity of the workforce, business model challenges, stiff competition, expectations of the shareholders, reducing cycle times, and changing work ethics tend to pull an organization in several directions. This makes the requirement of a bond
H3. The higher the domestic market competition, the more likely the organization use of high performance organizational practices. H4. The higher the international market competition, the more likely the organization use of high performance organizational practices. H5. The higher the domestic market competition, the less likely the organizations adopt bureaucratic structure. H6. The higher the international market competition, the less likely the organizations adopt bureaucratic structure. H7. The higher the percentage of organizations adopting
High Performance in a Learning Organization Every business must have a specific, routine way, through which it conducts its daily operations. Often times, the people at the head of the organization must take into account various personalities, modalities of work, etc. In order to ensure that the organization both functions smoothly and attains its goals. Often as well, routine operations must be rethought in order to be recreated in a
According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to
Spatial tracking systems that make banks' floor plans and product positioning more effective; 5. Intelligent interactive displays that reflect the interests of the watcher; 6. Use of wireless tablet personal computers (PCs) for client interviewing; and, 7. Videoconference virtual experts for collaborative selling (56). The same features that characterize high performance banks in their brick-and-mortar operations appear to relate to the use of technology as well, with the best performing banks having identified
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