Fichas
MGT200
Fichas del conjunto (7)
- 1What symptoms of Groupthink did you observe within your team or sponsoring organization? What recommendations would you make as to how Groupthink could be mitigated or avoided?Symptoms: For the first couple of meetings within our team, one could say, the symptom of groupthink that occurred was the illusion of unanimity. Initially, the majority of us were quiet and when no one offered another viewpoint, we assumed that they gave consent and we moved on/executed. We overcame this small phase and avoided groupthink for the rest of the semester by developing relationships with one another where we became open and comfortable. With this, group discussion dramatically increased and everyone was offering their perspectives and ideas.
Recommendations: giving different members certain roles, one can be devil's advocate, while another can list the pros of each idea, this way everyone is forced to have their own say - 2Describe the stages of group development. What should the leader do to facilitate it? How did this work in your team?Forming= getting acquainted (leader-bonding exercises, team-visiting the ranch for the first time
Storming= conflict emerges (leader-ask everyones thoughts, team-everyone had a different schedule at first)
Norming= roles, conflict resolves (leader-ask about strengths/weaknesses, team-listed out available times)
Performing= goal achievement (leader-plan steps to achieve goals, team-Ronny had us list out what we all felt we should focus on
Adjourning= reflection (leader-ask a final meeting, team-ensures everyone completed the task they wanted to)
All the leader can do is let it happen. Scheduling frequent meetings in the beginning with some element of icebreakers always help - 3Name at least four of the major considerations when building a group into an effective team. Briefly, describe what a manager should do in each area. How did you employ the four strategies in your team?1) cooperation
2) trust
3) cohesiveness
4) performance goals and feedback are similar
What manager should do: A manager needs to encourage cooperation so that everyone gets along and there is less conflict. They need to establish trust so their employees feel that they can go to them if needed, they also need to push for cohesiveness so their employees function as a whole unit. They want their goals to result is positive and similar feedback and if this is not the case then they need to reevaluate their process.
My team: We employed these 4 considerations from the beginning so everyone felt comfortable in the group. It was essential that we all trusted one another and cooperated which would lead to cohesiveness. We wanted to make sure that our goals resulted in - 4How would you explain to someone the value of formulating a “team contract” when starting a major project? What specific benefits can be derived from doing so? What are the team dynamics (group processes and stages of development) that can be better managed through the use of a contract?A team contract is very important because it sets the basis of all basic team functions. It lets everyone be on the same page. Because of a team contract, everyone will know their tasks and roles and what's expected of them. The performing stage can definitely be better managed by the contract because each team member will know exactly what they are supposed to contribute.
- 5Explain the 5 conflict-handling styles managers use to resolve conflicts in teams. Under what circumstances is each style appropriate? Give examples of 3 instances where you used any of the three styles in your team.1) Avoiding: maybe the problem will go away
2) accommodating: let’s do it your way (encourages cooperation)- magazine
3) forcing: you have to do it my way (good when time is a factor)- blog
4) compromising: let’s split the difference (benefit is there are no losers)
5) collaborating: let’s cooperate to reach a win-win situation that benefits us both (time consuming, but deals with a problem in a new way that encourages cooperation.)- veteran appreciation night - 6Describe the process of constructing a dashboard for team or organizational performance. Be specific about how metrics ought to be chosen, how targets should be set and how the information reflected on the dashboard can be used. If your sponsoring organization had a Dashboard, what three or four metrics should it include and why?To construct one you pick what you want to monitor daily. You can't just manage finances, you have to measure things like customer satisfaction, and company participation. In the movie we watched we saw the construction company monitoring workplace safety amongst other things. You have to make changes constantly, you can't fix symptoms, you have to fix the problems at the root. Our organization should include mentor success rate-to attract more veterans, mentee satisfaction-to attract more volunteers and social footprint-sustainable awareness
- 7Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to organizational strategy. How would you apply the balanced scorecard to your team processes?4 perspectives: financial perspective (organizational strategy-giving raise, team processes-getting donations), customer perspective(organizational strategy-promoting product, team processes-getting awareness), internal business perspective (organizational strategy-positive work environment, team processes-bonding at meetings), and the innovation and learning perspective (organizational strategy-training team processes-writing articles/learning about ptsd)
Información
- Descripción
- Fichas sobre MGT200, creado por Sara Gilkenson el 06/05/2016.
- Creado por
- Sara Gilkenson
- Visitas
- 1
- Valoración