The president could have likely been able to assign additional roles or provided guidance to the project leader about concerns he had for certain members. The formal team was created within the last year of the projected development of IntensCare, which was six months after the president took over. That time gap might have been too late for the team to develop and be effective before the product deadline. It appears that the team is in the Storming stage of the team development model, and potentially going towards failure.
There is a great deal of conflict amongst the team members, and they are having difficulty resolving any of their issues. One of its biggest issues is modularity for their product. Both Merz and Fogel want modularity in the product, but neither has expressed it to other team members. If they continue to have a lack of communication then they will not make the product launch timeline.
It is looking less likely that they will make it to the norming part of the Stage Model as they do not seem to cooperate with each other to get the tasks accomplished for the team.
Training for the IntensCare team is not apparent, which is another possibility for the communication and leadership issues. By working on team building from the onset of the formalization of the IntensCare team they might have been able to avoid the majority of their issues.
The most important part of training to build teams is interpersonal skills. Working with people to build trust, open communication and providing support for those in your team creates the foundation that will prove instrumental in a teams success.
Next, training should cover problem-solving skills such as working on identifying problems, generating solutions, and evaluating solutions. The IntensCare team did some problem solving but not with the whole team. It seemed like their goal was to keep information from other team members because they didnt trust them with how they would handle the situation leading to communication and leadership failures.
Another step in the training of a team is to develop goal-setting skills. Again, the IntensCare team has individual goals, but there are no apparent team goals. No one in the team is holding anyone to their goals and there is no negative reinforcement for missing goals, except the project keeps falling behind. Lastly, training on role-classification skills is necessary so that as members assume roles they know how their duties into the teams structure and ability to function.
By training team members about role requirements and responsibilities, they are more likely to positively contribute to the success of the team. However, the roles and responsibilities are weakly emplaced for the IntensCare team. Training at the executive level would likely also help the organization help to improve its ability to develop new products quickly and effectively.
Leadership and Training problems led to Effective Team Management Issues Managing for effective teams requires a great deal of effort, leadership, and training from senior management. The president declared a new parallel product development strategy for MediSys along with the creation of the executive committee to speed product development along and ensure that all needs of product development teams are met.
While he has an explicit vision on how to move the company forward, it seems like there is a lack of specific strategic planning that has occurred. The executive committee still receives reports from individual managers and from the project leaders.
This is inefficient and also caused communication problems amongst the executive committee and the IntensCare team. The president and the executive committee need to actively manage and review support systems for teams within the company. Art states that he doesnt want to get involved with the IntensCare team as he thinks they might view that as failure. His involvement could provide a positive role in that he understands the challenges that they are currently facing and provides the team with additional resources or potential solutions so that they can move past the current roadblocks to success.
Additionally, training for the executive committee on how to manage a formal production team could help them in the long run and ensure they provide better support for the IntensCare team. MediSys leaders need to ratify the situation to improve the team working together. Team motivation to work together would likely increase if they all knew that they could benefit from their success as a team. Motivation for the IntensCare team is in dire need of help and improvement. Using the New Model of Motivation from our readings, the IntensCare team and organization need to work on their corporate culture.
They havent been fostering mutual reliance and friendship within either the team or company. They are not valuing collaboration, although their intent is to gain efficiency from the cross-functional team design, it is not working. Collaboration within the IntensCare team is poor, and only happens between a few members at a time.
The weekly meetings are likely a waste of time as some of the members have already met to discuss problems and therefore hide the issue at the weekly team meeting. Leadership problems at the Team Level From a team stand point, the leadership is dysfunctional.
Fogel seems to only manage when needed and is not taking a positive role to help the team solve its problems. He even states that he only works with most of the product development areas, he fails to mention regulatory and marketing.
Although Fogel is the team liaison he isnt working well with his team members or with reporting information up to the executive committee.
He also doesnt look out for the teams interests. Merz and others see him having a narrow view of what is needed to accomplish the mission. There is a lack of direction setting leadership. Leadership doesnt have to come from the project leader; others in the team might assume that role. Merz is trying, but is getting push-back from others in the group and she might be burning bridges as she is extremely energetic about getting her points across to the team. Another leadership role that Merz seems to be filling is the operational coordinator.
She has all the responsibility of making things happen, yet has no power within the team or organization to do so. A potential way the team could help to improve the leadership effectiveness is if they utilized Druckers method. The team doesnt seem to have an action plan other than a milestone tracker or product development calendar.
They do not run productive meetings. The IntensCare team also does not say we, but instead everyone is out for themselves. The team is not focusing on the opportunity that they have to make a difference in the medical industry. They have been funded with 20 million dollars and have a top rate team on paper, but they cannot get organized and agree on anything to make progress.
They are not seeing the big picture, especially Fogel. If they can figure out the right steps to take for the well-being of the organization they will likely start to turn around their team effort. Additionally, analyzing the leadership issue using Houses Path-Goal theory it appears that Fogel as the project leader is not exercising any type of leadership behaviors.
He is not providing the environment and direction to facilitate the teams efforts to achieve task goals. Fogels job is to help the organization and team achieve their goals, but he is not removing internal or external obstacles for the team to be successful. Also, there are not any rewards in place that would motivate the team to perform well on the project.
A team leader needs to create an achievement oriented environment, but none exists for his team. In order to meet the second level of hierarchy the members must be a contributing team member.
All of the team members are not contributing their individual capabilities to the achievement of team objectives and are working ineffectively with others in the team. Leadership and Communication problems led to Team Effectiveness Issues The intent to put together an effective team for IntensCare was good, but the leadership and communication execution was poor. The president needed more information on the team members he was looking at in order to build a better team.
In order to have a better idea if the IntensCare team will be effective the president needed knowledge criteria, affective criteria, and outcome criteria. Some of the factors that affect a teams effectiveness are the teams composition which encompasses diversity, personalities, size, and team orientation.
The IntensCare team is diverse, but they are not using that to their advantage. Their diversity is causing each member to have different performance goals and commitments to the team; thus, having a negative effect on the team. The teams personalities are also clashing. None of the members seem to be agreeable on many of the issues.
The team doesnt seem to be extraverted and open. Another excellent way of looking at team effectiveness is using the Pygmies model which has seven key lessons. The lessons are to trust one another, protect and support each other; have open communication amongst the group; to share a common goal; have strong shared values and beliefs; put the group above self; and to have distributed leadership.
The IntensCare team does not seem to be practicing any of these lessons. They dont trust each other, their communication is dysfunctional and certain members of the group only talk to others based on past experience. It is not apparent that the team has any goals established except to finish the project. The team members put themselves and their respective divisions before the team effort and dont protect and support one another.
It is easier for a team member to talk to their supervisor as they have no empowerment within the team and they dont report to anyone else except up the chain of command in their respective divisions. The project leader isnt addressing many of the issues and is not managing the team well. An additional team effectiveness factor is the team structure.
The IntensCare team has only a few roles and task roles defined and they dont seem to have any socioeconomic roles in place. Currently the team has more destructive individual roles than anything else. The norms that the team has formed also are counterproductive to developing the IntensCare product. They barely meet once a week and the male members of the group have informal meetings that are causing problems for the rest of the group.
Also a problem for the team is task structure, each member seems to be doing their own work, but do not help with the other tasks of members. Alternative recommendations pros and cons. Think about the alternative courses of action and the full set of consequences.
Analyze each alternative and consider what the trade-offs are. What are the risks and uncertainties?
The president cant just sit by the way side as one of the most important projects for his company is going astray. The president needs to step in and reenergize the IntensCare team along with assistance from the executive committee. Beaumont needs to open the channels of communication between him, the executive committee and the team. The president needs to create a position on the executive committee just for product development and have the team liaison reports to that position.
Both the president and executive committee need to provide necessary support from top in order to assist in addressing problems of the IntensCare team. Their knowledge, experience, and ability to find the right resources would tremendously help the team. Having a training session on how operate the committee and its relationship with the product teams and president would also help improve communication.
The president and executive committee need to receive feedback from the team as what are their issues between team members and production issues. In conjunction with executive committee develop a rewards system for product development teams to improve motivation.
The senior leaders need to develop an evaluation system that incorporates both their individual work and product development work. Some of the pros of this recommendation are improved team motivation, improved communication with senior level management and between product development teams, evaluations will be include both team and individual work, organization can gather data to develop better ways to build teams, and show top level management support for the IntensCare team.
A few of the cons for this recommendation are the executive committee and president are more involved with product development and interaction, top management expending more energy than planned, and extra resources needed to support rewards system. However, there was a 20 million dollar plus up for the IntensCare product development so some of those funds should go to team rewards.
The team needs to move to a distributive leadership format, such as how the Pygmies use leadership within their society. The team needs to implement a hasty team training session to discuss role responsibilities, processes, and requirements of the team.
This will help with team management and resolve some conflicts. The team needs to develop team norms for meetings, working, communication, and leadership.
Discuss who fits which roles best by using collaboration and constructive communication techniques. Team members need to discuss their backgrounds and strengths and weaknesses to help build understanding and trust.
The team needs to realize that in order to become an effective team they need to understand each other and communicate openly. Trust needs to be the most important foundational aspect of the team.
The Pygmies rely on trust, as should the IntensCare team. Some of the pros of this recommendation are a reinvestment in the team, putting the right people in the right roles to better manage and execute the goal of the team, allow the team to make goals and decisions together instead of separately, and to improve interaction with team members.
Some of the cons of the recommendation are the potential for increased tension and problems because of roles changing within the team, a refusal of team members to change roles or refusal to work with team any longer, and taking time away from product development, which is due for release in less than six months.
A delay in product release could be another con of this recommendation. They have individual goals, which do nothing to help the team except cause delays and team conflict.
They must have team goals as that is what effective teams do. The Pygmies have similar goals and support each other to be effective. The team needs to ensure that an open environment for discussion is available. As part of setting goals the team needs to develop reinforcement for meeting goals and supporting the critical path of project.
By using either collaboration or a compromising technique for transitioning individual goals to team goals the team will be able to solve their problems and move forward to finishing the project. Some of the pros to this recommendation are that it gets the team to function for the team and organization rather than themselves and their divisions, it helps team see the big picture, the will have established team goals, team effectiveness will improve, and more open and transparent communications will improve the teams effectiveness in meeting the deadline for product release.
Some of the cons for this recommendation are that goal setting will likely be time consuming and that the team might not be able to come to a consensus on goals for the group, thus either wasting time or causing further delays to the project.
They need a neutral executive from outside the team to mediate with each individual on the team to find out the issues and conflicts that each person is having. Next, they should have entire team meet to integrate their views and perspectives with the mediator running the meeting. A key point of the meeting needs to be putting all of the current issues on the table; this includes the modularity of the product, the outsourcing of software development, product testing, component fitting issues, and schedule and other important team norms.
The team needs to develop a detailed and specific plan for change with the mediators assistance. The mediator will collect feedback and the team reconvenes to process the feedback and provide further adjustments to move forward with team dynamics in a positive direction.
Some of the pros of this recommendation are that the team can either collaborate or come to a compromise, if collaborative problem solving within the team does not work, the goal is a win-win for all individuals on the team as they need to move in a positive direction to finish the IntensCare project on time, by using integrative bargaining they will likely have the best results during its conflict resolution, and the team will hopefully reestablish trust within the team and rebuild cohesion.
Team development will improve as they use the Storming Stage of the team developmental model. Some of 11 the cons of this recommendation are that it might not work and that each team members might see the effort to resolve the conflicts as too little too late.
This would allow the company to reorganize and refit with a new team. The company could revise their team selection processes and potentially train their executive committee, president, and HR department on how to make better decisions when putting a cross-functional team together. Some of the pros for this recommendation would be that it saves the organization money by not wasting it on a failing project, and that it would end the current team conflict. The cons to this recommendation are that there is a major loss in potential for leading an emerging market that doesnt have any competitors, although competitors are planning on entering this segment of the market; there is the potential failure of the company, team members havent learned anything about being on an effective team, and team members dont get to develop team leadership and communication skills.
Recommendation 6 Analysis links - Conflict, Team Management The president and executive committee could meet with the Fogel, the project leader, and determine that they should do nothing, allowing Fogel and OBrien to meet with management and see what happens. The only pro to this recommendation would be that the company leadership might be able to gather more data about why the team failed at meeting the companys deadline.
The con of this recommendation is that the team will likely get worse and project will be in danger of failing. Also, if this project fails then the company as whole could be in danger or failing. Suggested recommendation and implementation.
Assess the feasibility of your solution by developing a plan of action necessary to implement your recommendations. A combination of recommendations 1, 2, 3, and 4 is needed in order for the IntensCare team and the product to become a reality for MediSys. First, using recommendation one the president and executive committee get involved with the IntensCare team.
The IntensCare team has Mukerjee fly back from India immediately, if he is not already back at the company, to ensure that all personnel from the team are present. The president needs to clear the air and restate or tell the team the organizations vision, mission, and goals to refocus the team on what is important.
The president will also work with the executive committee to create a separate post within the committee that is the product development lead it may have to be one of the committee members, Peter Fisher might be the best 12 choice as he worked on the IntensCare project that will work as the primary source of communication within the committee. That person will then provide the committee and president with bi-weekly updates to product development schedules and how they are meeting their milestones.
Communications from the project level will also be adjusted so that the team liaison could be the project leader or designated person within the team will report directly to the committee head for project development. The president will also get with the human resources department to develop an evaluation system for individuals that include both project development work and their divisional work. Additionally, the executive committee will develop a rewards system for individuals and teams within the organization.
Individuals within teams are encouraged to nominate other team members that have contributed to their own success on the team. I would like you to prioritize the urgency and importance of every project you have. After doing this if you consider that the IntensCare project is the most urgent and important to your company, I recommend you increase more staff to help achieve this project.
For the operations management, first, I recommend you contact with the Indian firm to confirm about the date it can deliver. At the same time, you should start searching for other companies that can develop and deliver the software that you want within the time limit. If the Indian firm cannot send the product within the committed period, you should hire other companies to be responsible for this project.
Second, I recommend the engineering team talk with the marketing to figure out the size of the data displays and battery units that both teams are satisfied with. For the time management, you need to consider about the due date whether you should stick to the same period or postpone it. After you talk with people about time they need to use, you will understand the situation well and be able to decide in this step.
To support my recommendation, as low performing teams usually experience an escalating pattern of relationship conflict throughout all steps of group functioning. After analyzing your problems, I find out that the IntensCare team has the conflict between five departments intergroup conflict. To encourage members from different sections to work together, I would like you to motivate them by providing the mutual reward.
According to Expectancy Theory developed by Victor Vroom, to motivate people supervisors need to make colleagues believe that successful performance will be followed by rewards. Based on this theory, I would encourage you set up a group reward and announce everyone in the team that if the project succeeds, all members will gain rewards.
More importantly, I encourage you to convene the formal group meeting so that all members can share their opinions and help each other solve problems. I recommend that you should encourage everyone to be open-minded to listen to others and to speak the truth about their functional situation. For example, the engineering team should tell the marketing team that the data display and battery units cannot match with the specs that the later team requires.
Both teams should help each other find mutually acceptable solution that partially satisfies both functional teams. During the period of the compromise, I would like you to act as a harmonizer to mediate group conflict. Moreover, some people in the team like Varie Merz are new comers in the company.
They may not be familiar with people and cultures in the company. To break the ice between people, I would suggest you create a special event to make them relax and to let them know more about each other. Additionally, evaluation and report methods are also important to encourage them to work as a team.
According to the information you provided to me, although the company has changed the way its work to a parallel development environment, the firm still use the same method of report and evaluation. With the cross-functional working environment, if employees rely only on their functional managers, they will still stick into their functional responsibilities. Thus, I would recommend you redesign report and evaluation approaches on functional and project bases so that people will give importance to achievement of both the project and their own functions.
Furthermore, the number of people to work on this project are also important. Due to time limitation, you need to prioritize the importance and emergency of all projects in the company. If the IntensCare project is the most important and urgent to your company in this moment, you need to increase the number of people who work on the project temporarily.
In this part, I recommend you have a contingency plan about the outsourced software instead of relying only on the Indian firm. Presumably, the Indian firm cannot provide you with the products on time, you will be able to change to other agencies who can deliver you the products you want.
For the problem of data display and battery units, I recommend that the engineering and marketing teams should consult with each other because this problem does not only depend on the engineering team, but it also belongs to all members of the team. Therefore, the main relevant members should cooperate with each other to solve this problem.It is likely that the experience will find solutions to product Cover letter microbiology technician during its roll distribution to customers, along with higher on product sizing with the studies, and a way to case the outsourcing of apathy dilemma. The only pro to this role would be that the company leadership might be related to gather more analyses about why the right failed at meeting the companys deadline. The bake must be open and jot all ideas to be cast.
Working with people to build trust, open communication and providing support for those in your team creates the foundation that will prove instrumental in a teams success. The ability to make decisions is a problem for Merz as she has the responsibility for the future of the IntensCare product, but she doesnt have any of the ability to make leader decisions as she lacks empowerment within the team. The behavior of the team is such that everyone wants to avoid each other, and the team members that do get together are accommodating of some of the ideas and solutions.
If the IntensCare project is the most important and urgent to your company in this moment, you need to increase the number of people who work on the project temporarily. The types of conflict present in the IntensCare team are personal, substantive, and procedural. Some of the cons of the recommendation are the potential for increased tension and problems because of roles changing within the team, a refusal of team members to change roles or refusal to work with team any longer, and taking time away from product development, which is due for release in less than six months. It is looking less likely that they will make it to the norming part of the Stage Model as they do not seem to cooperate with each other to get the tasks accomplished for the team.
In order to meet the second level of hierarchy the members must be a contributing team member. Fogel is the project leader and designated liaison with the executive committee, yet he doesnt keep them informed of progress. This will allow for the greatest involvement and potential for the best solutions to arise. First, people in the project team do not work well as a team.
Discuss who fits which roles best by using collaboration and constructive communication techniques. Ask yourself the questions: where did the facts come from and how do I know they are correct? Additionally, training for the executive committee on how to manage a formal production team could help them in the long run and ensure they provide better support for the IntensCare team. The most important part of training to build teams is interpersonal skills. Leadership doesnt have to come from the project leader; others in the team might assume that role.
He also doesnt look out for the teams interests. This informal form of communicating can be good; however in the IntensCare team it is having the opposite effect.
In terms of human resources, your organization is encountering three main issues. Also, you need to stick into your schedule because two giant well-known competitors may launch similar products at the same period. The cons to this recommendation are that there is a major loss in potential for leading an emerging market that doesnt have any competitors, although competitors are planning on entering this segment of the market; there is the potential failure of the company, team members havent learned anything about being on an effective team, and team members dont get to develop team leadership and communication skills. Some of the factors that affect a teams effectiveness are the teams composition which encompasses diversity, personalities, size, and team orientation. The president and the executive committee need to actively manage and review support systems for teams within the company. After talking with your project teams, you will know the situation of the project and understand problems about the process, people, and time constraint.
Establishing the right roles for the right personnel will act 15 as a force multiplier and allow the team to be more efficient and effective. Some of the pros of this recommendation are that the team can either collaborate or come to a compromise, if collaborative problem solving within the team does not work, the goal is a win-win for all individuals on the team as they need to move in a positive direction to finish the IntensCare project on time, by using integrative bargaining they will likely have the best results during its conflict resolution, and the team will hopefully reestablish trust within the team and rebuild cohesion. A potential way the team could help to improve the leadership effectiveness is if they utilized Druckers method. He even states that he only works with most of the product development areas, he fails to mention regulatory and marketing. Alternative recommendations pros and cons.
In order to have a better idea if the IntensCare team will be effective the president needed knowledge criteria, affective criteria, and outcome criteria. The most important part of training to build teams is interpersonal skills. Each member is out for individual goals and not focused on the end goal for the team and organization. Additionally, only having a weekly meeting that itself is unorganized limits the amount of time the team has to communicate and collaborate. Last, some staff for this project were reduced. The formal team was created within the last year of the projected development of IntensCare, which was six months after the president took over.
The modularity of the product is in limbo within the team, and the production team is having issues fitting the hardware into the specifications that were originally developed. Second, I recommend the engineering team talk with the marketing to figure out the size of the data displays and battery units that both teams are satisfied with. I would like you to prioritize the urgency and importance of every project you have.
To encourage members from different sections to work together, I would like you to motivate them by providing the mutual reward. The two women of the team, Merz and Baio, are left out of conversations where solutions and decisions are made for the team.