- •Speak on different types of organizations and organizational structure. Demonstrate it on examples. Draft an optimal organizational structure for a retail company of your choice.
- •2. Dwell on the basic characteristics and challenges of organizational communication (on the basis of “Office Space”).
- •5. Speak on corporate social responsibility (csr) elements and principles. Plan and present a csr program for Minsk Tractor Factory.
- •In the course of each shift, the work with children is conducted in the camp in the following areas:
- •6. Speak on new trends in corporate social responsibility (csr). Give examples of successful csr programs. Plan and present a csr plan for jv Santa Bremor.
- •8. Speak on the types of teams and networks that the employees of a company may be involved in. Stipulate on the types of teams and networks in your virtual organization.
- •Virtual Teams
- •11. Speak on the peculiarities of forming interpersonal relations within b2b and b2c paradigms. Work out a strategy for your virtual organization.
- •14. Speak on communication tactics and constructive communication behaviours that leaders are recommended to exercise. Support your answer with examples.
- •13. Speak on leadership and management challenges and power bases in organizational environment. What makes a leader effective/ineffective? Support your answer with examples.
- •16. Speak on the role of groups in an organizational conflict. Draft the guidelines for productive conflict management for an organization of your choice.
- •Individual Approaches
- •18. Speak on the elements of the crisis management process. Work out a crisis management plan for an organization of your choice.
- •19. Speak on the barriers to overcome on the way towards effective organizational change. What would be your course of action bringing change in your organization? Give reasons and examples.
- •20. Present your virtual organization: its type, structure, value system, mission statement, csr program, communication structure, crisis management policy and problem solving policy and etc.
8. Speak on the types of teams and networks that the employees of a company may be involved in. Stipulate on the types of teams and networks in your virtual organization.
Types of Teams
Despite widespread enthusiasm for team-based organizing, definitions of what constitutes a team remain ambiguous. However, all groups in an organization are not necessarily sufficiently interdependent to be classified as teams. A collection of working people may be a committee, a task force, or an ad hoc group. Teams, in contrast, generally fell into three categories or types: project teams, work teams, and quality-improvement teams. Depending on the location of its members, any of these types of teams may also be classified as a virtual team.
Project Teams
Project teams, which help coordinate the successful completion of a particular project, have long been used by organizations in the design and development of new products or services. For example, a project team might include software and hardware engineers, programmers, and other technical specialists who design, program, and test prototype computers. A project team might also be assigned to address a specific issue or problem. For example, a savings and loan recently charged a project team made up of representatives from all the major areas of the bank with the task of developing ways to bring in new business.
Work Teams
A work team is a group of employees responsible for the entire work process that delivers a product or service to a customer. One such work team at a California aerospace company is responsible for all metallizing of components in the company. The team resides together, outlines its own work flow (e.g., the steps for applying metal coatings to pares), and is engaged in making ongoing improvements in the work process (e.g., making the metal coating as thin as possible).
Such teams have been found to aid an organizations efficiency. Federal Express, General Electric, Corning, General Mills, and AT&T have all recorded significant productivity improvements after incorporating work teams. Successful work teams are supported by a commitment to empowerment. Because they are given the discretion and autonomy to make decisions and to solve problems, empowered teams are not frustrated by a lack of authority to implement their ideas and solutions. More generally, a group can do a better job of managing its resources when it understands the big picture, has me authority to adapt to changing work conditions, and feels that its work is meaningful and has an impact (Churchman & Rosen, 1999).
For teams to succeed, the company reward system has to recognize the contributions of both the team and its individual members. Organizations continue to struggle with the challenges posed by evaluating and rewarding teams whose members contribute unequally. Similarly, differences in the knowledge and skills of team members can cause some members to work harder than others and, therefore, to be more deserving of rewards for their efforts.
One potential barrier to the effectiveness of work teams is the management. For managers and supervisors, team-based organizing requires a fundamental change in their role, from operational expert or overseer to coach or facilitator. The ability to oversee an empowered work team has become an increasingly important management skill. It requires the supervisor overseeing a team to:
act as a facilitator to keep the group on track while respecting a free exchange of ideas;
be hard on rules, agenda, goals, and accountability but soft on the means by which the team chooses to organize itself and do its work; and
communicate extensively with others to keep the team informed of the work of other teams and of the organization as a whole.
Effective managers of work teams create a climate for honest and supportive dialogue and possess the necessary communication skills to do so.
Quality-Improvement Teams
Popular in organizations in the 1980s, informal problem-solving groups called quality circles met voluntarily to address work-related issues on a weekly basis (Kreps, 1991). Quality circles have since been replaced by quality-improvement teams whose goals are to improve customer satisfaction, evaluate and improve team performance, and reduce costs. Such teams are typically cross-functional, drawing their members from a variety of areas to bring different perspectives to the problem or issue under study. In theory, a quality-improvement team uses its diverse talents to generate innovative ideas.