Michael Abram Case Study

Communicating in Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

However, diversity of the group is not managed properly and conflicts are not handled effectively because of poor communication. There is a serious degree of trust problem in the team. For example, Merz has not much confidence in team members’ competence and she is not believing in their ability to deliver the product. Therefore, we can’t talk about a team efficacy for this team. Everyone asserts his/her expertise and experience but no one regards and trust each other’s. Lastly evaluation system of performance of the employees is a serious problem. While they were working both in the project and in their functional areas, they were evaluated only on the basis of performance on their functional area. This situation definitely destroys motivation of the team.

Every individual in team is reason of either success or failure. Firstly the problem should be divided into many parts and allotted to among different

A working relationship based on trust, respect and professionalism will enable all members to feel part of a “team” all members should be given the information and any resources necessary to make sure that they can “fulfill” their role . Where there are difficulties these should be identified as soon

The features of effective team performance are set out in Brian Tuckman’s phases of team development theory, ‘Forming, Storming, Norming, Performing.’ This outlines the phases that a team will go through in order to become effective and reach maturity. At the ‘Forming’ stage of team development individual roles and responsibilities are unclear and each member of the team is concerned to avoid conflict with each other. From this point the team will go through the ‘Storming’ phase which is when they start to conflict as individuals put forward ideas which will be challenged by others in a bid to gain power and position over others. After this the ‘Norming’ phase follows and it is at this point that individual roles are defined and accepted

There will always be different opinions and disageements with team members. The best way to deal with disagreements is to know what each team member role is, and to have a plan put in place to deal with any disagreements. The first metod would the four main stages of team development. Forming, Storming, Norming, and Performing. Later a fifth stage of Adjourning/Transforming can be added. The forming is the initial phase of team building, members are ambiguous about their roles, rules, norms, and expectations from them (Kumar, 2014). Also, the next step is, storming where members tend to get into competitiveness, defensiveness, protectiveness, and conflict over roles and personalities; members may become critical of the leader and of each other (Kumar, 2014). Also, in norming members get to know each other, agree on the norms, working styles and systems to follow (Kumar, 2014). In performing the teams works with positive and inspired attitude to accomplish their goals. Finally, in adjourning, after completion of the team tasks, members bring a sense of closure and a connection between members (Kumar, 2014). The second building method would be Mentoring and coaching skills are a must for leaders and managers. Furthermore, in

Have a one on one meeting with that specific team member to find solutions to move forward. Any team may have different points of view;

For example, how would you like to screw lids on jars one day after another, as you might have done many decades ago if you worked in company that made and sold jellies and jams? When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment, increased absenteeism, and turnover.

Absence of trust (among team members) - this is where the team members is not open with one another and their unwillingness to be vulnerable. Not open with one another about mistakes and weaknesses makes it impossible to build trust in a team.

I think that one way to solve conflict and build trust on a team is to express the conflict directly and communicate with others in order to solve it. Besides, I think that team needs to create open communication so that every team member will be able to share their ideas and thoughts, and team members have to respect every aspect of other team members because respect can create the trust that will allow members to be vulnerable.

Atmosphere during the meeting was friendly and thank to this that all team members knew each other from daily meetings effective communication was easily achieved. However, there was a few problems.

The English PLC received a score of 6.67, which indicates that there could be a problem with trust within the team. This has been evidenced in team meetings, as at least one team member is viewed as “slacking” and is

Generally, the team dynamics are good and the team works well together since the members know each other’s strengths and weaknesses. Looking at the team from the context of Tuckman’s model of team development, I believe that the team is past the forming, storming, and norming stages, and we are now at the performing phase. The performing stage is usually characterized with optimal task attainment and a high level of cohesion, collaboration, and communication as well as genuine pride in the successes of the team (Management training Australia, 2015). Everyone within the team is strategically aware and understands what the team is doing and what is expected of them. The leader delegates activities with minimum supervision and members within the team look after one another. Although disagreements may arise every now and then, the team is now mature enough to attend to such disagreements and solve them in a positive way. The following are the team members;

Poor organisation structure as the strategy is not a top down approach and does not focus on the critical success factors of the organisation.

In fact, communication is considered among the most important forecasters of team performance.” (Indian Streams Research Journal, Volume 3, Issue 3, April 2013)” This should be done individually with members what exhibit trust issues and then as a group. Team members should also make an inward and outward commitment to trust and when team members do openly trust, Moore should openly recognize them. Some behaviors that that indicate team members are rebuilding trust openness to others ideas, critiquing idea not the person, offer assistance, self-disclosure or admittance of ones faults, asking for feedback, etc. Some indications that team members have not embraced commitment to rebuild trust are indifference, failing to keep confidence, withholding information important to decision making, lying, and withholding credit when it is due. Most importantly team members should make a commitment to be accountable. Most importantly because there have been a lot of name calling and probably even lies per the Human Resource Guide one of the most difficult ways to rebuild trust would be to admit that you lied, “If trust at work is damaged because you lied, you will need to admit you lied and apologize with honest, sincere, and unmistakable humility. No other solution will work to rebuild trust at work.