Team Dynamics

COMMMUNICATION IN TEAM DYNAMICSThesis statement This research examines group communicating in a multi-billion US dollar Saudi go out setting that installed 1 .5 million fixed [telephone switch] lines and the sophisticated profit required to support the enormous amount of traffic that would be generated in the 6th Telephone Expansion Project (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 also examines how teams can bring up their performance in and realize more benefits in the team discourseIntroduction The TEP6 project in Saudi Arabia was tackled by three telecom disciplines , namely : Civils (for civil engineering-re recentd works Inside Plant 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 Lucent Technologies SA after the trivestiture of the parent company in 1996 that gave birth to Lucent SA (see Galapon and Shamari , 2002In 1997 , the CFO (Chief finance Officer ) of the local Lucent SA had however undertaken the re-engineering of the Invoicing business processes and at the initial stage of the slaying phase of said re-engineering porta . In that same year , OSP clear up management had just finished its major OSP Engineering activities and started the implementation of OSP Engineering syllabus in early 1998 .

By May 1998 , the OSP Engineering implementation team had started to feel the burden of very poor communication among stakeholders which involved representatives of the Customer (the contract awarder - the Ministry of Post , Telephone electrify or MoPTT , the Customer 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 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 record someone plant units installed on site as well as for invoicing or billing the Customer Within that year , the OSP elapse management chartered four quality improvement 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 known for their methodical 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 reverend to such position had to internalize and practice such cultureThe OSP top management chartered 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

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