Discussion: Working In Teams - View The Manager's Hot Seat

Discussion Working In Teamsview The Managers Hot Seat Working In

Discuss the "Manager's Hot Seat: Working in Teams - Cross-Functional Dysfunction" video case by analyzing the team’s stage of development, management strategies, group cohesiveness, and leadership success. Explain the specific factors from the case that indicated the team's current stage, and provide actionable recommendations for improving team management before, during, and after meetings. Include references to relevant chapter concepts and ideas from your textbook to support your analysis. Use credible scholarly sources to strengthen your arguments and cite all references properly.

Paper For Above instruction

Effective teamwork is essential for organizational success, and understanding the phases of team development is crucial for managers to guide their teams effectively. In the "Manager's Hot Seat: Working in Teams - Cross-Functional Dysfunction" video case, the team appears to be in the storming stage of group development. This phase is characterized by conflicts over roles, leadership, and responsibilities (Tuckman, 1965). The video clearly demonstrates this through the ongoing disagreements among team members regarding leadership authority, task allocation, and communication barriers. For example, team members openly challenge the project manager's authority, and there is visible tension and frustration within the team, indicating that they have not yet moved into the norming phase where cooperation begins to stabilize (Wheelan, 2005). The lack of clear leadership and unresolved conflicts are typical indicators of the storming stage, suggesting that the team is still struggling with establishing norms and cohesion.

To ensure a successful project start, Joe, the manager in the case, should have implemented specific strategies before, during, and after the meeting. Before the meeting, Joe needed to prepare a structured agenda, clarify roles and expectations, and establish ground rules for respectful communication. This preparation would have helped set a professional tone and provided clear direction. During the meeting, Joe should have actively facilitated the discussion, ensured everyone had equal opportunities to voice concerns, and addressed conflicts constructively. He could have used conflict resolution techniques, such as reframing or summarizing disagreements, to keep the group focused and productive. After the meeting, follow-up actions like individual check-ins and team-building activities would reinforce clarity, trust, and collaboration, leading to better cohesion and alignment (Lencioni, 2002).

In examining group cohesion, Table 13.5 offers insights into factors that enhance or hinder cohesiveness. In this scenario, several factors enhancing cohesion were present, such as the shared goal of project completion and the presence of some engagement by team members during discussions, which reflects a willingness to participate. Conversely, cohesion was hindered by factors like poor communication, lack of trust, and unresolved conflicts, leading to a divided team dynamic. The absence of clear conflict resolution strategies and trust-building exercises contributed to the fragmented atmosphere, preventing the team from reaching the norming stage efficiently (Johnson & Johnson, 2017). Managers must recognize these factors and actively work to foster trust, open communication, and shared purpose.

Evaluating Joe's management skills reveals a mixed performance. While he demonstrated some leadership by attempting to keep the team engaged and discussing goals, he failed to adequately prepare for the challenges of managing a dysfunctional team. His approach lacked assertiveness in establishing authority and managing conflicts, which are critical leadership competences (Northouse, 2018). Consequently, Joe's failure to set firm boundaries and assert control led to team members walking out, signaling a breakdown in leadership. To improve future performance, Joe should focus on developing strong communication skills, such as active listening and conflict management, and employ team-building strategies early in team formation. For example, implementing structured norms and setting clear expectations at the outset can help prevent conflicts from escalating. Additionally, confronting disruptive behaviors assertively and maintaining control over meetings are essential for maintaining authority and respect (Hackman & Johnson, 2013). Ultimately, effective leadership in such scenarios involves balancing task orientation with relationship management, ensuring that the team remains cohesive and goal-oriented.

References

• Johnson, D. W., & Johnson, F. P. (2017). Joining together: group theory and practice. Pearson.
• Hackman, J. R., & Johnson, C. (2013). Leadership: A Communication Perspective. Waveland Press.
• Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Wheelan, S. A. (2005). clearer layers of team development. Journal of Management Development, 24(3), 267–278.