Part 1: Team Charter
I am a Walden student. I have been passionate about teamwork and team building both in my profession and in other areas of life. Through keen self-evaluation, I think that my collaborative skills, experience, and expertise over the years on how teams operate will be a great asset for the WCI's model team that the Walden Consulting Inc. is creating.
Purpose of the Team
This Team Charter creates the Walden Consulting Inc. Model Teamwork Team. It also outlines its structural organization and operations. Additionally, the team charter outlines its team membership and roles and responsibilities each of them plays (Casse & Banahan, 2011). It also outlines the relationship of the team to other teams in the organization (Byrd & Luthy, 2010). The creation of the model teamwork team is based on the need to provide WCI with an approach to empowering teamwork in firms worldwide.
The team's mission is defined by organizational behavior (Runde & Flanagan, 2010). Team building is intended to facilitate the development of team processes related problem solving, interpersonal relations, goal setting, and role clarification (Berry, 2011). In essence, Walden Consulting Inc. is focused on creating a progressive workplace surrounding that promotes effective communication among the members, reducing conflicts and upholding high-performance teams (Runde & Flanagan, 2012).
Roles and responsibilities
Project Manager - Brown Smith
Leading Manager - Emma Snow
Conflict Resolution Manager - John Luka
Communication Leader - Elizabeth LannisterIt is worth mentioning that each member of the team will be responsible for creating training sessions based on the needs of the consulting company. Members of the team will work in collaboration to gather any necessary information by conducting internal interviews with the management and the employees (Gratton & Erickson, 2007). Secondly, the members will also carefully observe the working environment. After the interviews and observations, the team will identify areas that need improvement in the organization (Hackman, 2009). They will also come up with methods to strengthen the effectiveness of the company. The project manager will then present the findings to the management for implementation.
Budget and Resources
The team will work with the budget provided for the first phase of the project. The team will sit and decide on how to divide up the available resources among the tasks and projects.
Internal Checks and Reviews
During the internal checks and reviews, the team will mainly look at participation and collaboration of all the team members during the tasks and projects. In participation, the team members will meet every morning at 8 am where updates on all new information pertaining to the project will give (Smith &Yates, 2012). Actively listening and giving suggestions on different ideas and techniques will effectively assist the team meets its projected deadlines. Members are expected to work under minimal supervision. In collaboration, team members will work together to achieve the set goal. Additionally delegated portions will be communicated in the daily meetings.
Expectations of Team Members
Every member is expected to attend each meeting by the scheduled time without failure. Members absent should always offer a prior-apology to the leader (Combs & Peacocke, 2007). Additionally, the secondary person fills in the role.
Members are expected to fully and actively participate in the team's activities and meetings. If members feel that one of them does not work effectively, the issue should be brought up to the leader.
Assessment of Team Effectiveness
We will conduct an evaluation of each individual in our daily meetings. Each member will be expected to give a brief report of the progress made in the daily meetings (DeRosa, 2009). The team leaders, on the other hand, will give a comprehensive weekly report to the manager to evaluate the progress of the projects.
Part 2: Resume
I am a Walden student who is passionate about teamwork and team building both in my profession and other areas. In my work, I utilize creativity, teamwork, and leadership to design and accomplish solutions that create customer value. I am also an effective communicator with the ability to create management materials that convey value for both my clients and their end users.
Areas of Expertise
In my previous internship positions with different organizations, I was able to work in a communication's leadership position and also as a leading manager of a budgeting and planning team.
I have been able to manage a communications team effectively for one year.
I am an MBA graduate with an emphasis in business management and entrepreneurship.
I have worked as a leading project manager at Starfit consultants, a growing consulting firm.
Bright Consultants (2014- 2015)
As communication manager, I handled all the communication issues in the different teams in the organization. I also designed teams to work together on different projects and tasks in the firm (Dewar, 2006). I also worked in collaboration with the entire communications team to resolve any communication issues.
Starfit Consultants (2015- present)
As a leading project manager, my duty was to manage a team of consultants and oversee all the operations of the team (Bal & Foster, 2000). I also had to ensure that my team functioned effectively and worked in collaboration to ensure they met the set goals and objectives.
MBA, Harvard University
BBA, Harvard University
Activities and interests
Captain of a local basketball.Chairman of the bikers club.
Bal, J., & Foster, P. (2000). Managing the virtual team and controlling effectiveness. International Journal of Production Research, 38(17), 4019-4032.
Berry, G. R. (2011). Enhancing effectiveness of virtual teams: Understanding why traditional team skills are insufficient. The Journal of Business Communication (1973), 48(2), 186-206.
Byrd, J. T., & Luthy, M. R. (2010). Improving group dynamics: Creating a team charter. Academy of Educational Leadership Journal, 14(1), 13.Casse, P & Banahan, E. (2011). 21st Century team skills. Retrieved from: www.trainngjournal .com
Combs, W., & Peacocke, S. (2007). Leading virtual teams. T+ D, 61(2), 27-28.
DeRosa, D. (2009). Virtual success: The keys to effectiveness in leading from a distance. Leadership in Action, 28(6), 9-11.
Dewar, T. (2006). Virtual teams-Virtually impossible?. Performance Improvement, 45(5), 22-25.
Gratton, L., & Erickson, T. J. (2007). Eight ways to build collaborative teams. Harvard business review, 85(11), 100.
Hackman, J. R. (2009). Why teams don't work. Interview by Diane Coutu. Harvard Business Review, 87(5), 98-105.
Runde, C. E., & Flanagan, T. A. (2010). Developing your conflict competence: a hands-on guide for leaders, managers, facilitators, and teams (Vol. 152). John Wiley & Sons.
Runde, C. E., & Flanagan, T. A. (2012). Building conflict competent teams (Vol. 129). John Wiley & Sons.Smith, G. &Yates, P. (2012). Benefits of self-reflection. Retrieved from: www.trainingjournal.com
Weiss, J., & Hughes, J. (2005). Want collaboration. Harvard Business Review, 83(3), 93-101.
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