Levi's Case Study

Working together effectively for attainment of a customary goal is the manifest aspect of teamwork and in this paper, we will gather up to explore the discordant facets of effective team work which makes or breaks an organization. We will reflect upon individual concepts of team dynamics victimization the font of Levi Strauss and Company and their experience with self-managed teams. Levis Strauss & Co. is the largest maker of brand-name qualify state in the world. We will first cover In 1992, Levis Strauss and Co. underwent a major organizational restructuring in an effort to get over their in operation(p) costs and increase productivity. They changed their employee compensation structure from a piece-rate schema to a self-managed team based approach. According to Bruce Tuckmans model, all(prenominal) organization witnesses 5 stages of group development namely: Forming, Storming, Norming, compete and Adjourning. 1) Forming stage: In this stage teams be j ust place and the team members ar unclear about their individual roles and responsibilities and happen to rely heavily on the leader in grazing land to know about their purpose, objectives, and external relationships. 2) Storming stage: Team members pulsate competing for the positions which results in lot of power struggles, cliques and factions within the team.

There is clearness of purpose, however, uncertainties still exist in the team. 3) Norming stage: Agreement and consensus are the key characteristic of the team members during this period. The roles and responsibilities become clear and are accep ted. 4) Performing stage: Team members bec! ome more strategically aware of the teams mission and purpose. Focus is on goal achievement and the teams are able to stand on their own with little interference from the leader. 5) Adjourning stage: When the task is completed, everyone on the team could move on to a new and various task. The leaders role is to recognize the achievements of the group. In the consequence of Levi Strauss and Co.,...

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