MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

a multiplicity of external or internal factors that condition it.

It is important to emphasise that the different moments a team goes through do not form a cycle, nor do they have to follow a correlative order, but they can occur at any given moment in the life of a team. Let's see how to identify at what stage a team is at.

CASE: THE COMPANY CITY.COM

City.com is an advertising company. It was created 5 years ago with a very innovative project. From its creation to the present day, the company has followed a specific trajectory.

Mia and Eric are two members of the production team. Eric is one of the oldest workers, Mia joined 3 years ago, when the team was already fully cohesive.

Stable team

On her first day on the job as a member of the production team, Mia says: "I've just joined a team where everyone seems to know each other very well. Everyone seems to be very aware of the role they have to play. This comment reveals several things: • It is a team with significant experience. • In the stable team, there are deep-rooted implicit rules of behaviour. • The roles to be played by each member are clear. • There is a balance between the demands and the energy invested by each member.

Expanding team

The production team has been endowed with a large sum of money to carry out the new project. This sentence suggests that: • The team sets out to achieve a new objective, and brings all its personal and material resources into play.

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