代写论文：工作组和团队识别

代写论文：工作组和团队识别

这篇有说服力的文章是基于分析组织中的工作组、团队、冲突和谈判的性质的基础上的。工作组和团队的鉴定将由威尔弗雷德模型对Bruce Tuckman模型组提供的经验。斯科特·派克的发展阶段将被解释为一个理解团队和团队经验的模型。

此外，冲突和谈判部分将通过理解它们之间的关系来解释，以分析它们对群体和团队的影响。然后重点讨论了工作组和团队对组织文化的影响，以及在员工管理中对团队和团队的影响。为了了解全球化环境下组织文化及其结构的每一个属性之间的真实关系，将使用实际例子对这些模型进行批判性分析。

据Schein说，工作组是一个组织工作在聚集彼此对个人目标的员工的专注。另一方面，团队被定义为组织成员，集中在共同的信念和目标上。团队在组织中常常失败，在工作场所执行团队的组织需要对团队利益及其局限性有一个平衡的认识。工作团队的无效是由于社会惰化（减少在努力中单独组大小的增加发生），等造成刺激团队成员不切实际的结果和沮丧的团队成员以及效率低下的领导。

代写论文：工作组和团队识别

This persuasive essay has been based on analyzing the nature of working groups, teams, conflict and negotiation in an organization. Work groups and teams identification will be provided by the model of Wilfred given on group experiences with respect to Bruce Tuckman model. The development stages by Scott Peck will be explained as a model to understand group and team experiences.

Furthermore, conflict and negotiations section will be explained by understanding the relationship between them in order to analyze their influence on groups and teams. Then focus will be laid on understanding the influence of work groups and teams on organization culture with respect to influence on groups and teams in the management of employees. Critical analysis of each of these models using real examples will be done in order to understand the true relationship of each of these attributes with regard to organization culture and its structure in the globalized world.

According to Schein, work groups are employees of an organization working in aggregation to each other with a focus on individual goals. Teams on the other hand are defined as members of organization grouped together to focus on shared belief and goal. Teams often fail in organizations and those organizations implementing teams in their work places require to have a balanced perception on team benefits and its limitations. Ineffectiveness of work teams is a result of social loafing (decrease in efforts made individually as increase in the group size takes place), expecting unrealistic results from the team members resulting in irritated and frustrated team members along with inefficient leadership.

In the year 1965 however, a very essential proposal of a model was made by Bruce Tuckman (Cordery, et al., 2011). This model was known as the model of 4 stages designed to study the decision making process in ideal groups which requires to occur in the form of 4 designed stages (Elmuti, 2013).