Locate at least four articles or books on your selected philosophy written by different management theorists and published in academic journals or books over the last 5 years. At least two sources must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination of the two.

Locate at least four articles or books on your selected philosophy written by different management theorists and published in academic journals or books over the last 5 years. At least two sources must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination of the two.

Review “Strategic Decision Making,” by Eisenhardt and Zbaracki, located in the Week 3 Electronic Reserve Readings.

Locate at least four articles or books on your selected philosophy written by different management theorists and published in academic journals or books over the last 5 years. At least two sources must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination of the two.

Use the sample philosophy table as a guide to develop your own philosophy table to identify similarities and differences in the theory discussions.

Include appropriate source references and definitions, as modeled in the sample table.

Include at least five scholarly references.

Format your paper according to APA guidelines.

Submit your assignment to the Assignment Files tab.

University of Phoenix Material

Sample Table

Table 1

Teams and Organization Structure

 

Authors                               Article Type and              Context                         Dynamics                   Differentiation         Integration

Purpose

Dinwiddie PhenomenologyUnderstanding positive and negative experiences of being on a high-performing team A team that does well when measured against predetermined goalsSought to understand the environment in which the team functioned Identified importance of conflicting constructs: freedom or project management, group or personal successIssue resolution Understanding why the whole is greater than the sum of the parts Individual growth from other members’ mentoring and support 

Negative effects when put down, did not help, and so forth

Pryor, Singleton, Taneja, & Toombs PrescriptiveDemonstration, including teamwork in strategy Complex workGoal is collective performance

Strategy: team context role in success or failure

 

Self-directed leaders  Complementary skills  Positive synergyIndividual and mutual accountability

Interdependent cooperation required

Willumsen Case studyCreating a framework Interpersonal and interorganizational cooperation of professionals on individual cases; individuals involved on multiple case teams Situation changes over time; power-sharing and changes based on issue; self-regulating Different professions and organizations Coordinating team meetings
Zand Case studyRelationship of strategy and structure Essential to organization growthStructure similar to other exploration teams; contributes to career opportunities

Clearly defined responsibilities

Self-regulating: escalation to division management; work with other exploration teams and production teams at various stages in process Variety of technical skills on exploration team Collaborative culture 

 

Definitions

 

  • Teams

 

  • Pryor et al.: “Teams are a way of organizing people to support interdependence and cooperation that requires close coordination among the team members” (2009, p. 322)
  • Willumsen: “…teamwork is associated with individuals who possess particular expertise, share work activities and collaborate to achieve a common goal …” (2008, p. 354)

 

  • High-performance teams

 

  • Dinwiddie: a team that achieves the “seemingly impossible” (p. 113) or high-performance teams for individuals, teams where the members grow, develop, change, and have a “…positive reconceptualizaton of self… ” (2008, p. 122)
  • Pryor et al.: “Teams that have demonstrated that performance excellence is their ‘way of life’ are high performance teams” (2009, p. 323)

 

 

 

References

Dinwiddie, L. (2008). The lifeworld of high-performance teams: An experiential account. In D. A. Rehorick, & V. M. Bentz (Eds.). Transformational phenomenology: Changing ourselves, lifeworlds, and professional practice (pp. 113-127). Lanham, MD: Lexington Books.

Pryor, M. G., Singleton, L. P., Taneja, S., & Toombs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26(2), 320-333.

Willumsen, E. (2008). Interprofessional collaboration–a matter of differentiation and integration? Theoretical reflections based in the context of Norwegian childcare. Journal of Interprofessional Care, 22(4), 352-363.

Zand, D. E. (2009). Strategic renewal: How an organization realigned structure with strategy. Strategy & Leadership, 37(3), 23-28.


 

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