Organization Case Study
REGENT UNIVERSITY
ORGANIZATIONAL COMMUNICATION CASE STUDY: KNOWLEDGE TEAM LEADERSHIP
SCHOOL OF LEADERSHIP STUDIES LMOL665 ORGANIZATIONAL COMMUNICATION THEORY APRIL 3, 2005 JOSEPH C THOMAS
CONTENTS I INTRODUCTION ........................................................................................................................ 1 II PROBLEM STATEMENT ......................................................................................................... 3 III CASE STUDY ORGANIZATION BACKGROUND............................................................... 7 IV CASE STUDY PARTICIPANTS.............................................................................................. 9 V CASE STUDY SCENARIO ..................................................................................................... 12 VI CASE STUDY QUESTIONS.................................................................................................. 15 VII ANSWERS TO CASE STUDY QUESTIONS ...................................................................... 17 VIII CONCLUSION ..................................................................................................................... 25 REFERENCES.............................................................................................................................. 26
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I INTRODUCTION This paper presents a case study that illustrates organizational communication problems pertaining to teams and the work they do. These communication problems inhibit effective teamwork, but a good team leader anticipates that these problems occur and prepares to mitigate them; indeed, a wise team leader plans to leverage these situations to build teamwork and an environment that provides opportunities for team breakthroughs to occur. Krisco (1997) defines a breakthrough as results beyond what you typically get or normally expect (p. 129). Teams that produce breakthroughs are high performance teams. This case study examines
ORGANIZATIONAL COMMUNICATION CASE STUDY: KNOWLEDGE TEAM LEADERSHIP
SCHOOL OF LEADERSHIP STUDIES LMOL665 ORGANIZATIONAL COMMUNICATION THEORY APRIL 3, 2005 JOSEPH C THOMAS
CONTENTS I INTRODUCTION ........................................................................................................................ 1 II PROBLEM STATEMENT ......................................................................................................... 3 III CASE STUDY ORGANIZATION BACKGROUND............................................................... 7 IV CASE STUDY PARTICIPANTS.............................................................................................. 9 V CASE STUDY SCENARIO ..................................................................................................... 12 VI CASE STUDY QUESTIONS.................................................................................................. 15 VII ANSWERS TO CASE STUDY QUESTIONS ...................................................................... 17 VIII CONCLUSION ..................................................................................................................... 25 REFERENCES.............................................................................................................................. 26
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I INTRODUCTION This paper presents a case study that illustrates organizational communication problems pertaining to teams and the work they do. These communication problems inhibit effective teamwork, but a good team leader anticipates that these problems occur and prepares to mitigate them; indeed, a wise team leader plans to leverage these situations to build teamwork and an environment that provides opportunities for team breakthroughs to occur. Krisco (1997) defines a breakthrough as results beyond what you typically get or normally expect (p. 129). Teams that produce breakthroughs are high performance teams. This case study examines
References: Avery, C. (2001). Teamwork Is An Individual Skill: Getting Your Work Done When Sharing Responsibility. San Francisco: Berrett-Koehler Avery, C. (2004). Knowledge Team Leadership. Comfort, TX: Partnerwerks. Chapman, A. (2005). Tuckman Forming Storming Norming Performing Model. Retrieved April 1, 2005 from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm Decision Making. (2003). Decision Making Introduction. Retrieved April 2, 2005 from http://www.goer.state.ny.us/train/onlinelearning/FTMS/500s1a.html Doyle, M. and Straus, D, (1982). How to Make Meetings Work. New York: Jove Gottesdiener, E. (2003). Team Retrospectives For Better Iterative Assessment. The Rational Edge. Retrieved April 2, 2005 from http://www.sdbestpractices.com/documents/s=8702/sdb1063755250285/ Krisco, K. (1997). Leadership and the Art of Conversation: Conversation as a Management Tool. Rocklin CA: Prima Publishing. Littlejohn, S. & Foss, K.A. (2005). Theories of Human Communication. (8th ed.). Belmont, CA: Thomson Wadsworth. Lowther, J. and Marshall, R. (1997). Teams in the Test Tube: Building Team Performance in R and D Organizations. Retrieved March 5, 2005 from http://www.greatteams.com/ktep/TeamsTestTube.pdf McGrath, M. (1996). Setting the PACE in Product Development. Philadelphia: ButterworthHeinemann Nash, S. (1999). Turning Team Performance Inside Out. Mountain View, CA: Davies-Black. PCI Global. (2004). Taking the Pulse of Project Management. Project Magazine 5(3). Retrieved April 2, 2005 from http://www.projectmagazine.com/v5i3/v5i3pci.html PMI. (2004). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (3rd ed.). Newtown, PA: Project Management Institute. Quast, L. and Helsing, J. (2000). Leading a Team: Factors for Success. Velocity 2Q 2000. Retrieved April 2, 2005 from http://www.personneldecisions.com/sam/pdf/LeadingaTeam--FactorsforSuccess.pdf Retrospectives. (n.d.). The Key Questions To Be Answered During A Retrospective. Retrieved April 2, 2005 from http://www.retrospectives.com/pages/RetrospectiveKeyQuestions.html 26