CHAPTER 8: MEETINGS AND TEAMS Conflict and Interventions Key Sections: The Phenomenon of Meetings Primary and Secondary Tension Counterproductive Group Tendencies Interventions Making Interventions Work Key Theorists/Players: Sue DeWine “Value of Meetings” Roy Berko and Andrew & Darlyn Wolvin “Primary & Secondary Tension” Irving Janis (1971) “GroupThink” Solomon Asch “The Asch Effect” Judith Martin & Tom Nakayama (2010) also Steven Beebe‚ Susan Beebe and Diana Ivy
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Brand Analysis What is a brand? A brand is often mistaken as a variety of different things and it’s important to understand its ambiguous nature. A brand is not simply the logo‚ nor the visual identity. A brand is not the product‚ the slogan or the advertising campaign. A brand is not even controlled by the company behind it. Rather a brand is a collection of perceptions that reside in the mind of the customer. It is the gut feeling a customer has about you. While you may not have direct control
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the new leader of a team that included 10 individuals. To her surprise‚ not only were these team members diverse in terms of their functional training and expertise‚ but they also represented a variety of culture backgrounds and only three were located in her office building. She quickly learned that 7 of 10 individuals actually worked from their home countries that included Japan‚ China‚ Mexico‚ Australia‚ Germany‚ Colombia‚ and Egypt. Up until this point‚ this "virtual team" collaborated on projects
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Building a virtual team Saturday August 26‚ 2012 Building a virtual team A virtual team is a group of individuals who work across time‚ space and organizational boundaries with links strengthened by webs of communication technology. Several key factors can cause a virtual team to succeed or to go down the drains such as lack of interest‚ lack of directions and difference of work ethic. We can describe the key challenges and pitfalls to virtual teams as such: Some virtual team lack of clear
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Managing Virtual Teams 1. Introduction Virtual teams have emerged to mitigate the challenges of managing teams that are distributed across different regions‚ and are a sustainable component of global business. A project manager managing a virtual team would have to integrate communication strategies‚ project management techniques including human and social processes in order to support the team‚ (Kimball‚ 1997). The author is a project manager assigned to lead a virtual team of 300 volunteers
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CHALLENGES OF GEOGRAPHICALLY DISTRIBUTED TEAMS The more virtual your teamwork is‚ the more demanding it becomes. Collaboration across locations‚ time zones and cultural boundaries increases the demands on organization and management. Mobility and temporary project work may complicate employees’ own work management and leisure time arrangements. Mediated communication offers opportunities for virtual collaboration. Yet team members also need to be aware of the pros and cons of various communication
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department of a company and all team members are located on-site. Now‚ take all the stresses and difficulties normally associated with a project and scatter the team members all over the place; possibly in different countries and time zones. Wow‚ now it is really difficult and challenging to meet the three main goals of Project Management: time‚ cost and performance. With the scattering of the team‚ you have thus created the Virtual Team and the need for Virtual Project Management (VPM). Peterson
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Based on the attached case study (Second Chance)‚ discuss the following questions. 1. What do you think Keith Lam would do‚ given his role and the circumstances? Why? 2. What should be done? Support your views with relevant leadership theories and (if applicable) real life experiences. Please note that you will be graded according to the following criteria: 1. Understanding theories and concepts (demonstrate understanding of theoretical frameworks) 2. Reflection and Interpretation (able
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VIRTUAL MEETINGS: SMART MANAGEMENT For many businesses‚ including investment banking‚ accounting‚ law‚ technology services‚ and management consulting‚ extensive travel is a fact of life. The expenses incurred by business travel have been steadily rising in recent years‚ primarily due to increasing energy costs. In an effort to reduce travel expenses‚ many companies‚ both large and small‚ are using videoconferencing and Web conferencing technologies. A June
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C11AI1 APPLIED INTERNATIONAL MARKETING 2013 Case Study Assignment: Assessment = 25% Brief – Leo Burnett Company Ltd: Virtual Team Management This briefing note accompanies the case IVEY 9B03M052 – The Leo Burnett Company Ltd.: Virtual Team Management. The case tracks 2.5 years in the development of a virtual team. The team’s members include employees of a global manufacturer of health and beauty products (OBC) and employees of an advertising agency (Leo Burnett) in three countries (England
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