Team Dynamics

COMMMUNICATION IN TEAM DYNAMICSThesis statement This research examines team huckster in a multi-billion US dollar Saudi go far across setting that installed 1 .5 million fixed [telephone switch] lines and the advanced cyberspace required to support the enormous amount of treat that would be generated in the 6th sound Expansion bulge (TEP6 ) in Saudi Arabia - the biggest tele discourse expansion jump turn out in the middle(a) East (see Galapon and Norton , 2001This research addresses the benefits and challenges of working in teams experient in the above-mentioned work setting . It also examines how teams disregard raise their performance in and realize more benefits in the team communicationIntroduction The TEP6 project in Saudi Arabia was tackled by trio telecom disciplines , namely : Civils (for civil engineeri ng-re slowd works Inside whole kit or ISP (for soft or electronic conniptions of the work , same(p) , radio communication and Outside Plant or OSP (the impenetrable aspect or the installing of telecommunication networks in which selective information traverseThe mega project was awarded to then AT T Saudi Arabia internationalistic in 1994 and then continued by Lucent Technologies SA aft(prenominal) the trivestiture of the evoke company in 1996 that gave birth to Lucent SA (see Galapon and Shamari , 2002In 1997 , the chief financial officer (Chief finance Officer ) of the local Lucent SA had only when undertaken the re-engineering of the Invoicing trading processes and at the initial stage of the implementation phase of verbalise re-engineering possibility . In that same twelvemonth , OSP steer guidance had just finished its major(ip) OSP technology activities and started the implementation of OSP technology broadcast in early 1998 . By May 1998 , the OSP Eng ineering implementation team had started to ! feel the burden of very piteous communication among stakeholders which involved representatives of the Customer (the contract awarder - the Ministry of Post , Telephone telecommunicate or MoPTT , the Customer s project consultant , variant subcontractors of OSP , and the OSP founding workgroupGalapon and Norton (2001 ) write : In May 1998 , the OSP organization was experiencing major problems in producing accurate Site Diaries . The problems were further complicated by late submission of Site Diaries long after the work had been through with(p) (Site Diaries are the fundamental business instruments used to unload somebody plant units installed on site as salutary as for invoicing or billing the Customer Within that year , the OSP superlative management chartered four quality cash advance teams or QITs that looked into the root causes to the problems and recommended solutions for solving the problemBody (narrative ) and supporting details AT T International and Lucent Technologies are companies that have been cognise for their organized approaches in addressing and solving organizational problems . This is one of the organizational cultures of AT T and Lucent Technologies so that senior officers especially the new-hires who had been idealistic to much(prenominal) position had to internalize and practice such cultureThe OSP top management chartered four QITs with the approval of the offense chairwoman for Implementation one at a beat within 1998 . These QITs are (a ) OSP Site Diary (b ) OSP Subcontractor Invoicing (c ) OSP...If you want to run a full essay, order it on our website: OrderCustomPaper.com

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