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You have just been given an assignment to put together a plan for a collaborative team. Review Table 2.1 in Chapter 2 and use it as a guideline to develop your team. You will want to avoid or minimize the risk of dysfunctional aspects while focusing on the team maintenance roles and the task oriented roles. What techniques and technology will you use to help the team? The Collaborating on Communication Efforts section in Chapter 2 may help you generate ideas. Your essay should be 150 to 200 words and formatted according to APA style guidelines.I have attached the PDF of chapter 2
pdf_chgapt_2.pdf

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2 Collaboration, Interpersonal
Communication, and Business Etiquette
LEARNING OBJECTIVES
After studying this chapter, you will be able to
1 List the advantages and disadvantages of working in teams, describe the characteristics of effective
teams, and highlight four key issues of group dynamics
2 Offer guidelines for collaborative communication, identify major collaboration technologies, and
explain how to give constructive feedback
3 List the key steps needed to ensure productive team meetings
4 Identify the major technologies used to enhance or replace in-person meetings
5 Identify three major modes of listening, describe the listening process, and explain the problem of
selective listening
6 Explain the importance of nonverbal communication, and identify six major categories of nonverbal
expression
7 Explain the importance of business etiquette, and identify four key areas in which good etiquette is
essential
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problems.
COMMUNICATION CLOSE-UP AT
Cemex
You have probably been on a lab team or other project team that had trouble collaborating. Maybe you
couldn’t get everyone in the same room at the same time, or important messages got buried in long email
threads, or good ideas were lost because the right information didn’t get to the right people at the right
time.
Imagine trying to collaborate when you have thousands of potential team members spread across dozens
of countries. The Mexican company Cemex is one of the world’s largest producers of concrete and its two
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primary components, cement and aggregates (crushed stone, sand, and gravel). Cemex faces teamwork
challenges on a global scale, with 44,000 employees in more than 50 countries. After a period of
worldwide expansion that began in the 1990s, the century-old company now operates quarries, cement
plants, and other facilities on every continent except Antarctica.
Concrete and cement are two of the oldest products on earth and might not spring to mind when most
people think of innovation. However, innovation is key to Cemex’s long-term success, for several reasons.
First, architects and builders continue to push the envelope by creating designs that require concrete
with new performance and handling qualities. Second, Cemex’s ability to operate pro itably depends on
running ef icient operations, from raw material extraction to processing to transportation. Third, the
production and distribution of concrete-related products have signi icant environmental impacts,
including the acquisition and consumption of heating fuels required by high-temperature cement kilns.
To stay competitive and pro itable and to minimize the
environmental effects of its operations, Cemex knew it
needed to accelerate the pace of innovation. Company
leaders igured the way to do that was to enable better
collaboration, and the way to do that was to enable better
communication.
The company’s response to this multilayered challenge is a
comprehensive online collaboration platform called Shift,
which combines social networking, wikis, blogs, a TwitterAn innovative collaboration platform helps
like microblog-ging system, social bookmarking,
the global cement company Cemex operate
videoconferencing, a trend-spotting tool called Shift Radar,
with the agility and lexibility of a small
and more. By connecting people and information quickly
company.
and easily, Shift helps overcome the barriers of geography,
time zones, and organizational boundaries. Employees and
managers can tap into expertise anywhere in the company, workers with similar responsibilities can
share ideas on improving operations, and problems and opportunities can be identi ied and brought to
management attention in much less time.
Technology is only part of the solution, however. Many companies that have implemented social
platforms struggle to get employees to change ingrained behaviors and use the new tools. By getting toplevel executives on board early, Cemex achieved nearly universal adoption, with 95 percent of employees
using Shift and forming more than 500 online communities based on technical specialties and shared
interests. That level of engagement is paying off in numerous ways, such as launching a new global brand
of ready-mix concrete in one-third the expected time, nearly tripling the company’s use of renewable
energy, and reducing carbon dioxide emissions by almost 2 million metric tons.
Perhaps most impressive, Shift has lived up to its name by shifting the entrenched hierarchical culture of
a large, old-school company to a more agile and responsive social business that is better prepared to face
the future in its highly competitive markets. As Gilberto Garcia, Cemex’s innovation director puts it, social
collaboration “can make a big company look like small company,” by connecting people and ensuring the
free exchange of ideas.1 (http://content.thuzelearning.com/books/Bovee.7626.17.1/sections/ch2lev1sec33#ch2note1)
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