Team Strategy Plan
Week 3 Reflection
Kimberly Grigsby, Juataun Mark, Jack Martincavage, Ana Valdivia
MGT/311
December 04, 2012
Joe Cheng
Week 3 Reflection
During period of November 27 to December 03 Learning Team F was presented a slide show, lecture by Professor Cheng and reading assignments from Organizational behavior (14th ed.). Professor Cheng’s slide show and lecture discussed conflicts and conflict resolution.
Conflicted is defined as a process that begins when one party perceives that another party has or is about to negatively affect something the first party cares about (Robbins and Judge, 2011). The conflict process has five parts. They are: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcome.
In week three of Organizational management there is open discussion relating to the differences of teams and groups, and how these differences may affect organizations and individuals within the organization. A group is primarily defined as tow or more individuals who have come together to achieve a particular objective and to allow individuals to share information, and allow each member to perform within his or her area of responsibility or expertise. On the other hand a team is designed to generate and coordinate as a combined unit with greater influence than that of individual input. Organizations are moving more towards the team structure in an effort to create positive synergy, and to increase performance within the organization. There may be various types of teams within organizations with each type focusing on different objectives. Teams basically require three types of skills, it need persons who have technical expertise, problem-solving, and decision making abilities, and most importantly teams need people with good listening, feedback, conflict resolution skills, and interpersonal skills. Some members of teams may need to learn or develop these skills along the way, this may not be uncommon and is
Kimberly Grigsby, Juataun Mark, Jack Martincavage, Ana Valdivia
MGT/311
December 04, 2012
Joe Cheng
Week 3 Reflection
During period of November 27 to December 03 Learning Team F was presented a slide show, lecture by Professor Cheng and reading assignments from Organizational behavior (14th ed.). Professor Cheng’s slide show and lecture discussed conflicts and conflict resolution.
Conflicted is defined as a process that begins when one party perceives that another party has or is about to negatively affect something the first party cares about (Robbins and Judge, 2011). The conflict process has five parts. They are: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcome.
In week three of Organizational management there is open discussion relating to the differences of teams and groups, and how these differences may affect organizations and individuals within the organization. A group is primarily defined as tow or more individuals who have come together to achieve a particular objective and to allow individuals to share information, and allow each member to perform within his or her area of responsibility or expertise. On the other hand a team is designed to generate and coordinate as a combined unit with greater influence than that of individual input. Organizations are moving more towards the team structure in an effort to create positive synergy, and to increase performance within the organization. There may be various types of teams within organizations with each type focusing on different objectives. Teams basically require three types of skills, it need persons who have technical expertise, problem-solving, and decision making abilities, and most importantly teams need people with good listening, feedback, conflict resolution skills, and interpersonal skills. Some members of teams may need to learn or develop these skills along the way, this may not be uncommon and is
References: Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Prentice Hall. Longeneker, C. O. (2011). How the BEST motivate workers. Industrial Management, 53(1), 8.