Reflex Systems: Critical Analysis of Human Behavior Under Stress
The purpose of this paper is to analyze the stress factors of organizational pressure and to determine what skills can be used by leaders to diffuse the stress and to get team members to align to a common goal. Engaging a team and making the team members believe that he or she is valued is a skill that leaders should adapt to reduce stress in an organizational setup (Spiers, 2012). Individuals in a team should feel as though his or her contribution to the tasks is an important one. When members of a team feel unappreciated, the goal is subject to setbacks and sometimes failure.
Reflex systems have decided to implement customer relationship …show more content…
This could be the very reason he ignored the signs of a distressed team.
As leaders, Rankins should own the culture created in the work environment of his team (Spiers, 2012). As counsel to Rankins, there are many factors that contributed to the current dismantling of his team. The first factor is communication. Sally Phillips expressed to Rankins that she was approached by a competitor. Phillips is willing to take a decrease in pay in exchange for quality of life. Although Rankins rebutted her dismissal from the team, Rankins did not offer concern or resolution for his rebuttal. Phillips was in search of empathy from Rankins. Phillips clearly lacked job satisfaction. An easy fix to this situation simply would be to offer a rotation in weekend and nights to allow team members to refresh one’s commitment to the project. The second issue is team members avoiding each other when they should be working together to complete the tasks. This separation and lack of communication halts the process of meeting the goal. When the team members asked how much longer the project would take, a simple response of “one more month” was given. The team members have not seen any motivation tactics from their leader. Motivation can attribute to leveling stress within the workplace. Through observation, leaders should be able to determine when his or her team is overwhelmed. As stated earlier, stress is inevitable. Stress can be
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Beside the fact that leaders have to communicate credible that they believe in achieving the goal, it is also important not to panic. Nothing is worse and mostly contra productive than panic and fear among team leaders. The staff and team members will recognize the panic among team leaders very quickly and the panic behavior can be rapid transmitted to others, efficient work in no longer possible in these
There are many problems that hinder good group dynamics. We don’t usually have the luxury of picking who we are going to work with on a team; dealing with different personalities and personal agendas are common challenges in working within a team. Other commons challenges like, poor leadership, bad communications, and lack of focus can be helped or eliminated by establishing team roles.
The team leader’s ability to manage and improve team performance will be limited by his or her own authority and ability to influence others. There may be restrictions in terms of organisational policy; there may be financial, resource, or time constraints, or team members themselves may be reluctant to participate and to accept change.
Challenges themselves may impact negatively on team members. Stress can make people feel any combination of anxious, frustrated, unmotivated, undervalued, disempowered, underpaid, overworked, isolated or ignored. Individuals may even experience bullying and victimisation if they do not fit in, or they underperform or appear different in some way.
Conflict among team members is a challenge which always seems to be occurring in one way or another over a small period of time or larger. Conflict can be formed in many different ways and if unresolved can lead to more severe consequences. Having strategies in place can help leaders to deal with such issues and challenges and help to keep them to a minimum.
Throughout the readings communication was identified as a vital component for establishing and maintaining relationships. Porter-O Grady sanctioned for leaders to establish firm rules of engagement to help support a positive group dynamic (2013). While Kelly & Tazbir explained that friction and conflict were a normal part of group development and were representative of the Storming stage of group process (2014). Moreover, they explained that with assistance from the team leader the team can overcome these obstacles, strengthen inter-professional relationships, and enter into the Norming stage (Kelly & Tazbir, 2014). Here the team is able to participate in the effective exchange of communication and begin making progress toward goals. This represents progression into the Performing stage of group process (Kelly & Tazbir, 2014). When the team has met its intended target they are ready to anylze the outcomes of their work and enter the final stage of group process—Adjourning (Kelly & Tazbir,
The team is assembled and the task is allocated. Team members behave independently, with anxieties about inclusion and exclusion. Their time is spent planning, collecting information and bonding, with an apparent willingness to conform. This can happen whenever new circumstances occur within a group, or when new challenges or projects are set within established
Reflexology is the theory that the human body can be healed from disease or imbalance through pressure to specific points on the hands, feet, and ears (http://www.doubleclickd.com/reflexology.html). This alternative form of healing is doubted by many, although there are studies that support its theory.
Job satisfaction and motivation are to the key to a good organizational culture. Employee uncertainty is a main ingredient to poor project teams and bad organizational culture. People need some type of motivation to remain active during the failure of a project. The secret to any successful project is keeping important key players in place to help aid out the transition to the next project team (Jernigan, L., Hammond, L., and Robinson, T., 2003).
Levin (2005) suggests that the idea of a team is to share the same objectives. This may not always be the case if team members have never met before and are not fully clear of the task set. This can lead to confusion between members and may mean that some team members are unwilling to be told by their peers what to do. This is an example on ineffective team work.