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When Teams Work Best - Assignment Example

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The paper "When Teams Work Best" discusses that LaFasto and Larson emphasize many obstacles in the path towards goal achievement. They discovered this by observing hundreds of teams and surveying 6,000 team members in various public and private industries and businesses…
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This has not been propounded very strongly in the prologue, which leaves out the most important take on any paper – the theoretical perspective. This is important for a variety of reasons. First, even though the disciplinary separation between comparative policies and social relations within the organization has been regularly challenged, in the traditional theories, it continues to persist as a result of institutional inertia and hiring practices, which finally makes or breaks teamwork the result orientation.

Result orientation is an important activity of goal achievement within the framework of teamwork. The traditional perspective on teamwork describes control as a means of regulation and setting certain standards for inspection. In this regard, the traditional perspective, more often than not, seeks to restrain rather than enable to manage and exercise control within the team. This perspective must be fully explored from the very beginning of the paper. Here, the authors use democratization to go beyond rhetoric and develop a framework that integrates transnational activism's role in the analysis of domestic regime change to encourage teamwork.

This is where the systems-based view of control fits in as another perspective on teamwork. Simultaneously, Comparative research on democratization confirms that underlying socioeconomic conditions affect the long-term sustainability of democratic reforms. This systems theory leads to several gaps in the performance regarding decision-making at the lowest rungs of operation. This is where the organization requires reforms in terms of training and motivation. The initiation of such reforms and the process they take can best be understood using an agency-based framework that links internal and external influences.

Thus, with equal emphasis on external influences, which constitute areas like the social standing of an employee, the management exercises relevant social control through employee motivation to achieve the social standing they have in mind.

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