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Question: Examine about theHospitality Managementfor Conflict Management in a Restaurant. Answer: Contextual analysis: Conflict Man...

Monday, December 16, 2019

Building An Integrated Teamwork, Is Irreplaceable And...

Globalization has become a significant issue that people are more willing to consider and discuss, due to the reason that people live in the diverse society nowadays. Being an organizational leader that they would be required to accept the differences from others, who come from different countries, to investigate how to build an integrated teamwork, which is irreplaceable and indispensable. X-Team could be a helpful book providing the leaders some specific ideas to implement the organizational program that they need more advice on how to play a global leadership role. There are three principles raised by Ancona and Bresman to establish a collaborative teamwork of the company that they elaborated building the trust with each other in the teamwork could be the first step for leading harmoniously. In order to be a successful part of the global team, the trust between team members could be the catalyzer to promote the team efficiency. Team members may have comparative ideas on the same s ituation, but they would not refuse to discuss with others when the trust has been built and would realize the others’ opinions are reasonable and discussible. The trust could be the basic and necessary factor for the leader leading a global teamwork, which is composed of people coming from different countries with diverse culture. The first principle is external activity, which means it is needed to observe the surroundings that people should be aware of the changes not only in the internalShow MoreRelatedProject Managment Case Studies214937 Words   |  860 Pagesthe performance and maturity of the project management system. In May 1992, the Williams Division was sold. More than 80 percent of the employees lost their jobs when the company was relocated over 1,500 miles away. In 1965, Joseph Wynn began building computer equipment in a small garage behind his house. By 1982, WCE was a $1 billion a year manufacturing organization employing 900 people. The major success found by WCE has been attributed to the nondegreed workers who have stayed with WCE over

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