lit review good example

lit review good example - This is the first part of a...

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This is the first part of a recommendation report on effective teamwork for the Indianapolis Star. Introduction Organizations everywhere are implementing teams into their daily business activities. Quality teams and work teams are the hottest current trends. Even organizations that are not setting up formal teams are pushing employees to use teamwork to improve performance. Some organizations have structures that naturally lend themselves to work in teams, but need the tools to properly organize and implement teams that will be effective; the Indianapolis Star circulation department has such a structure. Some of the methods that have previously been tried include an independently-conducted employee attitude and opinion survey, consulting from an industrial psychologist, training sessions for supervisors, and various contests. However, teamwork continues to be an issue that causes conflict among the circulation department staff. Methodology To gather information for this report, library research was conducted to learn strategies and methods for improving the implementation of teamwork structures. In addition, 25 Indianapolis Star employees were surveyed to discover their views on several of the methods suggested in the literature. Review of the Literature This review of recently published literature on teamwork addresses organizational structure, group dynamics, creating teams, and issues for supervisors. Organizational Structure/Dynamics Many authors agree that the way in which an organization is set up structurally can either facilitate or hinder its use of teams and teamwork. A traditional organization, where “lower” level or front line employees are treated as mindless workers who have no valid input, may have a much more difficult time implementing a team structure as compared to an organization where front line employee input is valued (Butman,1993; Baskerville, 1993). Often, the methods a company uses to implement teams can also cause conflict and tension. Cynthia Stohl, a Purdue professor, says this happens when the team programs disconnect the worker and stifle creativity, rather than serving the intended purpose of connecting workers with the company and opening doors to creativity (1996). Stohl calls these “paradoxes of teamwork,” and explains that paradoxes can occur at nearly every phase and level of team structure. Particular areas that might be relevant for the Star & News to be aware of include paradoxes of design, commitment, participation, and cooperation (1996). According to Stohl (1996), the paradox of design occurs when a company implements team programs to give workers more control over their jobs, but results in causing middle managers to feel threatened and low-level employees to feel pressured to 1
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participate. The paradox of commitment is the view, by the company or the employees, that commitment should equal agreement. Thus, anyone who doesn’t agree with company ideas or standards is seen as someone whose ideas need to be corrected
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lit review good example - This is the first part of a...

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