Case Study of TerraCog Global Positioning System

Working closely together towards achieving the common goals, the team has developed a certain degree of trust and cohesion. Although, cohesiveness can be seen as an obstacle to progress (CIPP, Unit 1) it is still one of the key characteristics of the team's high performance. It helps to achieve a greater focus on the process and commitment to the decision-making process. It became clearly visible once the team faced a change. The good level of cohesion and trust let the team members openly share their concerns, consider each other's feelings and opinions and come to decisions of how to handle the change in the most effective

Lack of communication (mutual interaction) and dearth of reciprocal influence becomes evident as we go through the case. Also, Team members shared limited information which

There are many factors altering group behavior and effectiveness, such as decision- making, cohesion and communication (Crocker, 2016). The later has also shown a positive relationship with group task cohesion (Smith et al., 2013), and methods of enhancing intrateam

In an organization, meetings take place on a regular basis. Today’s organizations are built around people, so interaction among team members, inter-team, inter-department etc. are very common. The meetings cost organization in terms of time, money, and manpower utilization. Hence, effort is made to make the meeting process more effective.

In creating three offsite meetings in Napa Valley, Kathryn was able to help her executive team move through the forming, storming, norming and performing stages of team development. First and foremost the team went through the forming stage. In this stage the groups was able to identify their leader as Kathryn and were able to look to her for guidance and direction. Moreover, Kathryn was prepared to answer a lot of questions, which became apparent in the scrutiny of the offsite meetings. During this time Kathryn was forced to go very in depth and make analogies in order to answer the variety of question she

As I would see it, this is one of the greatest slip-ups an organization can make. Aside from little organizations, the meeting procedure is normally very long and includes

She is expected to build a system that demonstrates trust, understands conflict, commits to collective decision making, and have the ability to hold one another accountable for the betterment of the company. Furthermore, Lencioni incorporates his real life theory the five dysfunctions of a team, into the fable in hopes to persuade the reader to use his methods in real world scenarios. Moreover, Lencioni then describes the five levels of dysfunctions in depth supporting his stance that teamwork is the most important aspect of any successful business. “Teamwork comes down to the mastering of set behaviors that are once theoretically uncomplicated, trust.” (Lencioni, 2002, pg. 21) Furthermore, inspiring the first team dysfunction in absences of trust. The absence of trust ultimately stems from a team being unable to open up to one another about their strengths and weaknesses. “Trust is the foundation of real teamwork and failure also referring the failure on the part of the team members to open up to one another.” (Lencioni, 2002, pg. 42) Furthermore, supporting the authors purpose of the fable, in which is, success depends being committed to enforcing

Lack of commitment – Team members never buy it to the decisions due to their opinions never truly being heard.

Group member cohesiveness was absent from the group meeting for several reasons, but the primary reasons were due to the fact that the group members did not have a common description of value or structure to the discussion. Each member viewed their own area of involvement within the organization as being more valuable than any other area, and it was this exclusion of other valuable traits that lead the group to begin to clash in such a

The third team problem was that norms and values were not identified. Their main problem was the repetitive decision making process with no consensus.The objectives of their meetings where not stated nor was there proper time management. Henry should prepare an agenda of objectives and communicate them clearly to the group prior to the meetings. He should appoint Dana as minute taker for the meetings to ensure schedule is followed and necessary post meeting actions clearly stated and executed.

The fourth aspect of a dysfunctional group is lack of communication. I believe that this is by far the most important aspect of a good team. Without good communication it is hard to maintain accountability, trust, and to express opinions. The key to success in all the ice breaker games was being able to communicate with your team effectively in a manner that everybody you were working with understood the point you were trying to make. We have learned that communication is more than just verbal it is also nonverbal, such as the body language and hand gestures that you use. In my group’s ice breaker game and presentation we tried to demonstrate that non verbal communication was important through the use of video as well as when we required our groups of to use charades type gestures to explain to the person assigned to draw what they were supposed to be drawing.

“Assigning team leaders that are both task and relationship-oriented” - Emma is not leading or driving a productive meeting; shift members around to work collaboratively;

The interpersonal interactions between the two groups during meetings were not conducive to progress. During meetings the business team members often felt lost, confused, and would

It’s high time that we have to take the decision regarding the project Aerial. If we further delay the decision about launching the product, there are chances that we may lose our valuable customers and the market share. So I have made the decision to launch the product as per the schedules. Please

Brief Description: Responsible for noting the minutes of the project teams meetings. He is an MBA graduate from the Strategic Human Resource Management Institute in Hong Kong. He is a confrontational and expressive individual with a slight temper, but other than that has many traits applicable to high power distance cultures