Although Robyn intended to lead the team successfully in order to prove her value to the company. the new project team lead by Robyn had only made little progress.1.Critically discuss how group status and size differences may affect team performance?2.Offer a proposal of some relevant strategies that Robyn may apply, to increase the team cohesiveness for greater effectiveness. The Challenge of Team LeadershipRobyn is an inspirational leader with the type of personal qualities that employees findattractive. As a manager, she is respected by her employees for her command of technical issuesand her ability to help them successfully complete projects. She has adopted an informal style of'management by walking around'. It is not uncommon for Robyn to sit down by an employee athis or her workstation and talk over the aspects of a particular task or job. Obviously, Robynseems to genuinely enjoy spending time with employees. Her caring attitude and fun-lovingnature have clearly made an impression on her employees. When listening to the companyemployees talk, the words family, fun, respect and people are frequently mentioned inconnection with the company's business operations. So far, Robyn's focus on people and herpropensity to eschew structure have worked. The only unanswered question is Robyn's capacityto manage and lead a larger team or department effectively. Her greatest strengths, which includecaring about people, maintaining personal relationships with employees and spending one-on-one time with new hires, will be difficult to maintain as the team or department continues togrow.Four months ago, Robyn had accepted an additional post as a new project team leader from aperson called Jeremy. She commenced her role by having individual meetings with the teammembers who had been recruited from different departments, in forming the new project team.There was little progress within these last four months. She was now planning the first teammeeting and wondered where to start. Leading this team successfully was her opportunity toprove her value to the company. Each member of the team had been specifically selected toensure that all the skills and abilities were available and all the departments were represented.The tasks were clearly defined, and goals had been provided by the vice-president. However, theteam just never seemed to gel and it seemed that communication was one of the major barriers,as the fluid nature of people working in teams and on different locations or department, made itdifficult to get answers or responses from specific persons, responsible for assigned tasks andchores.While preparing the final material for the meeting, two team members approached Robyn for anaudience. Nathan related how in the past, when decisions had to be made, Jeremy would refuseto take action and the work progress would be hindered. Nathan expressed his hope that Robynwas not the type of leader who would make the same mistakes that Jeremy did. As a result ofJeremy's actions, meetings often ended in shouting matches, with members blaming each otherfor the lack of progress. Rosey joined in the conversation by telling Robyn about the times whengood ideas and creative insights did emerge from such conflicts, but sadly, most of the teammembers left the meetings disappointed and didn't enjoy the work.After receiving such feedback from these team members, Robyn started to reconsider herstrategies in managing this new project team. She now plans to use three types of communicationin interacting with her subordinates and colleagues: informal communication, formalcommunication and nonverbal communication. Robyn also decided to encourage other managers to interact frequently with line employees and to downplay the importance of organizational titleand status and to encourage informality and the open exchange of ideas.Nevertheless she stressed the use of formal communication via emails and memorandums forimportant company matters and to maintain a culture of openness and complete honesty with itsemployees. Nonverbal and more subtle forms of communication are also important. Robynproposed to the management to redesign the office layout areas within her department so thatstaff can face each other, to encourage the free exchange of ideas and teamwork. There is also alot of open space seating areas available in the department, to encourage impromptu meetingsand the open exchange of ideas between employees.Robyn also plans to use motivational tools to hold team members together. When goodthings happen, Robyn celebrates and brings everyone together to a central meeting place to sharethe news, to promote the value of creating a positive work environment as a way for thecompany to attain greater success in performance and profitability.(Source: Adapted and modified from Lewis, P.S., Goodman, S.H., and Fandt, P.M. (2001).Management: Challenges in the 21st Century, 3eds. South-Western, Ohio.

A team is described as a collection of accomplished people who cooperate to achieve a shared…

Although Robyn intended to lead the team successfully in order to prove her value to the company. the new project team lead by Robyn had only made little progress. 1.Critically discuss how group status and size differences may affect team performance? 2.Offer a proposal of some relevant strategies that Robyn may apply, to increase the team cohesiveness for greater effectiveness.

Although Robyn intended to lead the team successfully in order to prove her value to the company. the new project team lead by Robyn had only made little progress. 1.Critically discuss how group status and size differences may affect team performance? 2.Offer a proposal of some relevant strategies that Robyn may apply, to increase the team cohesiveness for greater effectiveness.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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