This report is based on the case study Cirque du Soleil ( “Circus of the Sun”) is a Canadian entertainment company, self- described as a “dramatic mix of circus arts and street entertainment”. The company operates globally, it was found in 1984 by a 24 year old entrepreneur Guy Laliberte. The aim of this report is to demonstrate an understanding of the importance of team work and team effectiveness in the context of Cirque du Soleil. The emphasis on team have been a critical success factor in the establishment of Cirque du Soleil, this is also evident when the former director Lyn Haward states that: “it is the show itself that is the star rather than the individuals who perform in it or the employees who create it”.
For the purpose of the assignment we have selected the “Production Team” , which consists of three members, who are responsible for developing the show. Their responsibility is quite comprehensive and requires a collective team work. For example the three members are responsible from the size of its cast to the type of music that will be performed.
The first part of the report will provide two examples of inputs and two examples of processes (throughput) by referring to the open-system model, in relation to the operation team at Cirque du Soleil. The second part of the report will provide some explanation of how the inputs and process chosen will impact (influence) team effectiveness (output) at Cirque du Soleil.
The two examples that we have chosen for the inputs are organisational setting and membership characteristics. Inputs:
As you can observe from the diagram above. The production team consists of three member directors (show production, Stage and creative). They are collectively responsible for the overall running of the show, from the size of its cast to the type of music. It consists of three main people: 1.
A production director, who is responsible for the overall running of the show, he...
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