Bus103 study unit 4 su4 15 5 i ensure that standards

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BUS103 STUDY UNIT 4 SU4 15 5. I ensure that standards of excellence, not mediocrity or mere acceptability, characterise the team's work 1 2 3 4 5 6 6. I provide a great deal of feedback to team members regarding their performance 1 2 3 4 5 6 7. I encourage members to balance individual autonomy with interdependence among other team members 1 2 3 4 5 6 8. I help team members become at least as committed to the success of the team as to their own personal success 1 2 3 4 5 6 9. I help members learn to play roles that assist the team in accomplishing its tasks as well as building strong interpersonal relationships 1 2 3 4 5 6 10. I articulate a clear, exciting, and passionate vision of what the team can achieve 1 2 3 4 5 6 11. I help team members become committed to the team vision 1 2 3 4 5 6 12. I encourage a win/win philosophy in the team; that is, when one member wins, every member wins 1 2 3 4 5 6 13. I help the team avoid "groupthink", making the group's survival more important than accomplishing its goal 1 2 3 4 5 6 14. I use formal process management procedures to help the group become faster, more efficient, more productive, and to prevent errors 1 2 3 4 5 6 15. I encourage team members to represent the team's vision, goals, and accomplishments to outsiders 1 2 3 4 5 6 16. I diagnose and capitalise on the team's core competencies 1 2 3 4 5 6 17. I encourage the team to achieve dramatic breakthrough innovations as well as small continuous improvements 1 2 3 4 5 6 18. I help the team work towards preventing mistakes, not just correcting them after the fact 1 2 3 4 5 6 (Whetten and Cameron, 1995, pp. 534-535)
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BUS103 STUDY UNIT 4 SU4 16 You may want to reflect on the following questions: How can I use this information to help me refine my team-building skills? How can this information help me as a manager? The authors of this instrument propose that it assesses team development behaviours in five areas: diagnosing team development (Q1, 16); managing the forming stage (Q2- 4); managing the conforming stage (Q6-9, 13); managing the storming stage (Q10-12, 14, 15), and managing the performing stage (Q5, 17, 18). Your score will range between 18 and 108. Based on a norm group of 500 business students, the following can help estimate where you are relative to others: How to score 95 or above = You are in the top quartile. 72-94 = You are in the second quartile. 60-71 = You are in the third quartile. Below 60 = You are in the bottom quartile. Being in the third or fourth quartiles does not mean that you cannot contribute as a valuable team member; it just means that you may not wish to be a team leader or that you are still developing your team leadership skills.
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STUDY UNIT 5 ORGANISATIONAL COMMUNICATION
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BUS103 STUDY UNIT 5 SU5 1 Learning Outcomes This study unit consists of 3 chapters. Chapter 1 covers communications, Chapter 2 examines conflicts, and Chapter 3 looks at negotiations.
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