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I’m stuck on a Management question and need an explanation.
I attached the file that me and my partner working on. we covering Question 2. He covered first two parts the second question and wrote his part. I am supposed to cover 3 and 4 which is attached below .
Outline Question 2
1. Diversity of team
a. Team player styles, Temperament, Interaction styles, Emotional intel. (include group average)
2. Strength and weaknesses
a. Strengths (Glenn Parker’s Teamplayers and teamwork book chapter 2, chapter 6 table)
i. Glenn parker defines a team as, “a group of people with a high degree of interdependence geared toward the achievement of a goal or completion of a task” We are interdependent by the very nature of the class as we understand that we fail or succeed together as a team depending on our development.
ii. Douglas McGregor and colleagues responsible for the very influential book, The Human Side of enterprise, which conducted studies on effectiveness of management teams, came up with this list of attributes which summarize effective teams. By cross-referencing this list with our own experience in our team we can begin to discover our progress
· Comfortable, relaxed, informal atmosphere
· A lot of discussion in which virtually (ugh) Everyone participates
· The tasks and objective are well understood by everyone
· The members listen to each other
· There is disagreement but the group is comfortable with this
· most decisions are reached by consensus
· criticism is frequent, frank, and relatively comfortable.
· Free exchange of ideas and feelings on the problem and on the group’s operations
· When action is taken clear assignments are made and accepted
· The leader of the team does not dominate discussions
· Frequently the team will stop to examine how well it is doing or what may be interfering with its operation
i. “The phycologist Chris Argyris focused his attention on the personal development of the individual in the context of the group. Organizational effectiveness, Argyris believed, was a function of the interpersonal competence of team members and the extent to which the organization supports positive norms.” Those positive norms are:
· To be candid about ideas and feelings
· To be open
· To experiment
· To help others to be candid about their ideas and feelings
· To help others to be open
· To help others to experiment
· Internal commitment
i. The table in chapter six of Glen Parkers Team players and Teamwork clearly outlines the progression of behavior, separated for each Team player style. by observing the table through the stages of Forming, storming, norming, and performing we can do two things: first, discover which stage we are in by comparing the actions to our own actions thus far in the team, or observe the actions and see how far we have progressed through time which will then reveal truthfully what stage we are in. once we see which stage we are in, and where we would like to be by the end of the semester (well into the performing faze) we can revert back to these descriptions of effective teams and have an open dialogue within our team to implement more strategies to fortify us.
3. things our team would be great with (and why)
4. things our group might struggle with (and why)
Our team is very diverse when it comes to our team player styles, temperaments, interaction style, and even with emotional intelligence, but there are also some areas where we are very similar and fall into very few categories of the same best fit self-assessments. These characteristics we have identified ourselves as make us the great group that we are, but also pose potential shortcomings in our ability to work effectively as a team.
Our team player styles include two challengers, two communicators, and two collaborators, with no one choosing contributor as their best fit. This is great for us because we can each use our strengths to provide different assets to the table. We are also diverse in our temperaments, once again covering three of the four types. Three of us are stabilizers, two are catalysts, and one is an improviser. We don’t have a theorist, but the combination of us heavily identifying with the other three still makes a great combination. We are a little less diverse when it comes to our interaction styles, since four of us prefer to chart the course, while one prefers to get things going, and the other prefers the in-charge style. While remote instruction has hindered our ability to interact in person, we still have been able to express our interaction styles and have seen them in action within each other.
Another important part of our team diversity is our emotional intelligence scores. We range from 77 to 88, averaging at a score of 82.33. Everyone scored at an above average range, making all of us at a similar level of emotional awareness which is very helpful while working as a group. This allows us to be aware of others, social cues, self-management, and relationship management, while having competence of ourselves and our surroundings. Although we all scored relatively high, there is always room for improvement on everyone’s behalf. Collectively we can improve on our own areas of personal competence and social competence.
Strengths and Weaknesses
Like every team, we all have our strengths and weaknesses that make us who we are. Glenn Parker defines a team as “a group of people with a high degree of interdependence geared toward the achievement of a goal or completion of a task” (Parker, #). We understand that as a team we will fail or succeed together depending on our development throughout the course and the ways in which we have become interdependent on each other and our individual capabilities. From the very beginning we have been vulnerable with each other about our strengths, weaknesses, and the foundations of our personalities, which has been very crucial in understanding where each of us will succeed in certain tasks and how we can come together as a group for each task.
Douglas McGregor and his colleagues are responsible for the very influential book The Human Side of Enterprise, which conducted studies on effectiveness of management teams, and came up with a list of attributes which summarize what makes a team effective. By cross-referencing this list with our own experience in our team, we are able to discover our progress. One of these attributes is having a comfortable, relaxed atmosphere, which our group established on day one by trying to get to know each other. Everyone feels they can speak freely without judgement and can share their opinions openly in the safe space we have created. We always have a lot of discussion, despite the challenges that come with meeting virtually, and everyone participates or communicates if they cannot participate that day. These conversations are met with active listening to the best of our ability through computer screens by nodding, smiling, and adapting to other virtual active listening techniques such as giving each other reactions on Zoom. When there is a disagreement, members will communicate their concern, but no one is forceful in their opinion. Team members have always been easygoing with decision making, with everyone constantly offering to help or do a certain part of a task. As Mark Maier has communicated to us before, there is not a sole leader in our group; rather, we are a group of leaders who put in equal effort without domination. Another thing our team has done well is frequently check in to examine how well we are doing with individual tasks to make sure we are doing the right things and following the course of action.
While we believe there are many qualities that strengthen our team, there are of course opportunities for weaknesses to provide setbacks. Since there are four members who identify as chart the course, that can be a potential liability since that only gives us one person in charge and one get things going. We also only have one improviser, which could mean that the rest of the team might have a hard time collaborating on the go if things are not planned out as strategically. Another issue could be that we all identify as a communicator, collaborator, or challenger, we may not have all the skills that a team with a contributor might have. It is important that we acknowledge our liabilities and do our best to avoid conflicts that arise.
Over time, a group will grow together and develop as everyone learns from shared experiences, but it is also important to analyze the growth of each individual. A psychologist by the name of Chris Argyris focused his attention on the personal development of the individual in the context of the group. “Organizational effectiveness,” he believed, “was a function of the interpersonal competence of team members and the extent to which the organization supports positive norms” (Argyris, #). These positive norms are to be candid about ideas and feelings, to be open, to experiment, to help others, to have individuality, to have thoughts and concern, and have internal commitment. We have watched each other push outside of comfort zones, speak openly, and have collectively experimented with what methods work the best to split up tasks and get work done together. It is evident that we all have the internal commitment to the class and the team, as it shows in our meaningful discussions and work that we produce.
There are four stages in the progression of team behavior, being forming, storming, norming, and performing. We can first discover which stage we are in by comparing the actions to our own actions thus far in the team, or observe the actions and see how far we have progressed through time. Once we are able to acknowledge the stage we are in, we can best prepare for how to accomplish reaching the performing phase by the end of the semester. We can revert back to these descriptions of effective teams and have an open dialogue with each other in order to implement more strategies to help us perform at the highest level. We are still in the storming phase, as we get comfortable with how everyone operates individually as well as together.
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