You’ve recently accepted a job as the U.S. sales managerfor a German manufacturing company. One of your firstassignments is serving on a virtual problem-solving teamwith colleagues from Germany, France, Japan, and SouthKorea. Budgets are tight, so you won’t have the opportunity to meet with your teammates in person to get toknow one another. What steps can you take to help theteam develop into a cohesive and efficient unit?

You’ve recently accepted a job as the U.S. sales managerfor a German manufacturing company. One of your firstassignments is serving on a virtual problem-solving teamwith colleagues from Germany, France, Japan, and SouthKorea. Budgets are tight, so you won’t have the opportunity to meet with your teammates in person to get toknow one another. What steps can you take to help theteam develop into a cohesive and efficient unit?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 10DQ

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You’ve recently accepted a job as the U.S. salesmanager for a German manufacturing company. One ofyour first assignments is serving on a virtual problemsolving team with colleagues from Germany, France,Japan, and South Korea. Budgets are tight, so you won’thave the opportunity to meet with your teammates inperson to get to know one another. What steps can you
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Team A has been assigned a very important task. The team consists of seven members. The team is not working well together and there is a lot of conflict. Hence, goals and objectives are not being met, and the work which is completed is substandard. What will you do as the manager to make this a positive and functioning team? Unfortunately, the workplace is not devoid of controversy or conflicting personalities. It typically falls on the shoulders of a manger to make sure that their team members are being as productive and cooperative with each other as possible.
You work for an organization that has traditionally been very formalized, and managers have had a very broad span of control over direct reports from multiple departments and functions. This worked well in the past; managers were able to oversee a high number of direct reports because there were many rules and regulations dictating how their work should be performed. However, there were downsides. Employee talent was underused, and there wasn’t a strong team culture, as most work was done independently according to standard operating processes. Recently, the organization has been shifting to less formalized working structures to support more creative, innovative work and provide employees with more autonomy. While employees are happy with the purpose of these new changes, managers are feeling overwhelmed, and employees are feeling undersupported. This has impacted function-specific work the most, because in the past, managers didn’t need to understand in-depth, function-specific tasks…