Levi's Case Study

Working together effectively for attainment of a general goal is the manifest aspect of teamwork and in this paper, we will tackle to explore the various facets of effective team work which makes or breaks an organization. We will reflect upon individual concepts of team dynamics development the fibre of Levi Strauss and Company and their experience with self-managed teams. Levis Strauss & Co. is the largest maker of brand-name habiliment in the world.
We will first cover…

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In 1992, Levis Strauss and Co. underwent a major organizational restructuring in an effort to reduce their in operation(p) costs and increase productivity. They changed their employee compensation structure from a piece-rate scheme to a self-managed team based approach.
According to Bruce Tuckmans model, any organization witnesses 5 stages of group development namely: Forming, Storming, Norming, performing and Adjourning.
1) Forming stage: In this stage teams atomic number 18 just create and the team members atomic number 18 unclear about their individual roles and responsibilities and persist to rely heavily on the leader in social club to know about their purpose, objectives, and external relationships.
2) Storming stage: Team members clams competing for the positions which results in lot of power struggles, cliques and factions within the team.



There is lucidity 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 accepted.
4) Performing stage: Team members become 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 diverse task. The leaders role is to recognize the achievements of the group.
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