Levi's Case Study

Working together effectively for attainment of a habitual goal is the manifest aspect of teamwork and in this paper, we will larn to explore the unhomogeneous facets of effective team work which makes or breaks an organization. We will reflect upon individual concepts of team dynamics exploitation the font of Levi Strauss and Company and their experience with self-managed teams. Levis Strauss & Co. is the largest maker of brand-name budge state in the world. We will first cover In 1992, Levis Strauss and Co. underwent a major organizational restructuring in an effort to decoct 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, vie and Adjourning. 1) Forming stage: In this stage teams be just swot a nd the team members atomic number 18 unclear about their individual roles and responsibilities and go to rely heavily on the leader in eatage to know about their purpose, objectives, and external relationships. 2) Storming stage: Team members thump competing for the positions which results in lot of power struggles, cliques and factions within the team.

There is lucidness of purpose, however, uncertainties still exist in the team. 3) Norming stage: Agreement and consensus ar the key characteristic of the team members during this period. The roles and responsibilities become clear and are accepted. 4) Perf orming stage: Team members become more strat! egically 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 carapace of Levi Strauss and Co.,...

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