MGMT591 Course Discussions Week 4

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MGMT591 Course Discussions Week 4
I have just been assigned to head a new product design team at my company…

 

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MGMT591 Course Discussions Week 4

MGMT591 Course Discussions Week 4

All Students Posts – 119 Pages 

What Constitutes a Team? – 70 Pages 

CLASS….here is our group and team dynamics case study for this week.

MATT SCOTT AND THE FORE SOFTWARE TEAM

  1. What is the difference between a group and a team? When is a team structure appropriate?
  2. What characteristics define a high performing team?
  3. What is your evaluation of the Fore software team’s process? What were the root causes of the team’s process problems? [In your response define for us what we mean by team process]
  4. What were the strengths of the Fore team? Weaknesses?
  5. Were the differences among the team members a liability or an asset?
  6. How effective has Scott been in leading the Fore software development team? What actions most affected group performance positively or negatively?
  7. Why is the jump to first-time manager so difficult?
  8. Consider the team’s culture: What are the values and norms? What does the team do that is not required but nonetheless affects its performance for better or worse? Why is the culture the way it is?
  9. Research shows that teams go through predictable stages. Using the stages of group development model introduced in the text, assess Matt’s team development cycle. Did the team truly reach the Performing stage? Why or why not?
  10. Consider leadership style: What kind of leadership style is required by a team leader? What is Matt’s leadership style? How might his style affect the culture and outcomes of his team?
  11. Who was most influential on this team? Least influential?
  12. What is the impact of bringing individuals into a preexisting network (team)? Does this have a positive or negative influence on the relationships between all other parts of that collective?
  13. What if anything, should Scott have done earlier to avoid the team’s problems?
  14. At the end of the case, what actions could Matt have taken to increase the team’s effectiveness?
  15. Discuss how a knowledge of any ONE of the following group/team concepts could have benefited Scott:
ü  Roles and role dynamics

ü  Team norms

ü  Status

ü  Cohesion

ü  Team size

ü  Group/team composition

ü  Conflict management

ü  Collaboration

ü  Team charter

ü  Clarifying purpose

ü  Team leadership

ü  Influence

 

ü  Team structure

ü  Decision making—how do we make decisions

ü  Goals and rewards

ü  Social loafing

ü  Team building

ü  Task and maintenance processes

ü  Communication—how do we communicate

ü  Creating a team culture

 

16. What key lessons can we take from this case about managing teams?

So…we can say we want our team to demonstrate selflessness, be a strong family, and communicate. But how does a team make this happen? What is the process to get to these behaviors? How are they enforced?…

A Lesson in Team Building – 49 Pages 

“Help! I have just been assigned to head a new product design team at my company. The division manager has high expectations for the team and for myself, but I have been a technical design engineer for four years since graduating from college. I have never managed anyone, let alone led a team. The manager keeps talking about her confidence that I will be very good at creating lots of teamwork. Does anyone out there have any tips to help me master this challenge? Help!”

You immediately start to formulate your recommendations. What are the three key things you will advise her to do, and why those three first? Is there a danger in too much cohesion? Please review Six Common Misperceptions about Teamwork by Prof. Hackman, Harvard University.
Do any of his misperceptions surprise you? Why or why not? Check out “What Makes Teams Work?, Fastcompany

  1. There are several different perspectives on team effectiveness subscribed to by the practitioners in this article. What are the similarities and differences of their approaches?
  2. How do these actual experiences with teams compare to the academic literature on teams in organizations?
  3. Do different organizations require differing approaches to team formation? Why or why not?…