Team Dynamics

COMMMUNICATION IN TEAM DYNAMICSThesis statement This research examines group communication in a multi-billion US dollar Saudi-Arabian go out setting that installed 1 .5 million fixed [teleph star switch] lines and the sophisticated profit required to support the enormous amount of affair that would be generated in the 6th Telephone Expansion vomit up (TEP6 ) in Saudi Arabia - the biggest telecom expansion take in in the pose East (see Galapon and Norton , 2001This research addresses the benefits and challenges of working in teams experienced in the above-mentioned work setting . It similarly examines how teams can bring up their performance in and puddle more benefits in the team discourseIntroduction The TEP6 project in Saudi Arabia was tackled by three telecom disciplines , namely : Civils (for civil engineeri ng-re recentd encompassing treatment Inside name or ISP (for soft or electronic cases of the work , like , tuner communication and Outside Plant or OSP (the hard aspect or the installing of telecommunication networks in which data traverseThe mega project was awarded to then AT T Saudi Arabia International in 1994 and then continued by lambent Technologies SA after the trivestiture of the p arent company in 1996 that gave fork out to lambent SA (see Galapon and Shamari , 2002In 1997 , the CFO (Chief finance Officer ) of the local luminous SA had however undertaken the re-engineering of the Invoicing business processes and at the initial stage of the instruction execution phase of said re-engineering porta . In that same grade , OSP clear up management had just finished its major OSP Engineering activities and started the implementation of OSP Engineering syllabus in proterozoic 1998 .

By May 1998 , the OSP Engineering implementation team had started to witness the burden of very poor communication among stakeholders which involved representatives of the client (the contract awarder - the Ministry of Post , Telephone electrify or MoPTT , the guest s project consultant , various subcontractors of OSP , and the OSP quickness workgroupGalapon and Norton (2001 ) write : In May 1998 , the OSP organization was experiencing major problems in producing accurate situate Diaries . The problems were further complicated by late submission of set Diaries long after the work had been through with(p) (Site Diaries are the positive business instruments used to record someone plant units installed on site as well as for invoicing or bursting charge the Customer Within that year , the OSP ela pse management hire four quality improvement teams or QITs that looked into the root causes to the problems and recommended solutions for solve the problemBody (narrative ) and supporting details AT T International and Lucent Technologies are companies that have been known for their methodical approaches in addressing and understand 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 reverend to such get had to internalize and practice such cultureThe OSP top management hire four QITs with the approval of the Vice chairman for Implementation one at a time at bottom 1998 . These QITs are (a ) OSP Site Diary (b ) OSP Subcontractor Invoicing (c ) OSP...If you want to get a full essay, order it on our website: OrderEssay.net

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