Unit V Case Study After Reading The Minicase Entitled Integr

Unit V Case Studyafter Reading The Minicase Entitled Integrating Team

After reading the Minicase entitled “Integrating Teams at Hernandez & Associates,” write a minimum one-page response that addresses the following: 1. Similar to many leaders, Marco has a team in place and does not have the luxury of building a new team to adapt to the changing business environment his firm now faces. 2. Use the Team Leadership Model (TLM) to help Marco diagnose the problems faced by the firm and identify leverage points for change. 3. Consider the major functions of the TLM—input, process, and output. Where do most of the firm’s challenges fall? 4. What are the team’s goals for outputs? 5. Identify potential resources for Marco and his team in implementing a strategy to change the way they do business at Hernandez & Associates. Be sure to utilize APA style writing and include in-text and reference citations from the textbook to support your assertions. Other scholarly sources can be used if needed.

Paper For Above instruction

The case of Hernandez & Associates presents a common challenge faced by many organizations: how to effectively lead and realign existing teams in a rapidly changing business environment. Marco, as a leader, must navigate these complexities not by assembling new teams but by transforming and optimizing the current team dynamics. The Team Leadership Model (TLM), developed to diagnose team functions comprehensively, provides a valuable framework to understand where the organization’s challenges lie and how to address them systematically.

Applying the TLM involves analyzing the three major functions: input, process, and output. Inputs include the organizational context, team composition, and resources, which set the foundation for team functioning. Process pertains to how team members communicate, coordinate, and collaborate. Outputs are the results or outcomes, such as productivity, quality, and member satisfaction.

Most of Hernandez & Associates' challenges likely fall within the process domain. Ineffective communication, unclear roles, or lack of cohesion can impede performance and hinder adaptation. For instance, if team members are not aligned on goals or responsibilities, this results in inefficient workflow and suboptimal output. Inputs such as outdated organizational structures or insufficient resources might also contribute but often become secondary if internal processes are dysfunctional.

Regarding outputs, the team's goals should include delivering high-quality client services, maintaining efficient project completion times, fostering a positive team climate, and supporting innovation. These outputs are vital for maintaining competitiveness and adapting to market changes.

To facilitate a strategic change, Marco can leverage several resources. Internal resources include ongoing training programs to enhance team communication, leadership development initiatives, and performance feedback systems. External resources might encompass consulting expertise, industry best practices, and technological tools to streamline collaboration. Engaging team members in defining shared goals can foster buy-in and commitment to change initiatives.

Implementing a change strategy requires a focus on aligning inputs and processes toward desired outputs. For example, restructuring team roles based on individual strengths (input) can improve communication and collaboration (process), leading to better project outcomes (output). Support from senior management, the availability of change management frameworks, and continuous feedback mechanisms are critical resources that reinforce successful transformation.

In conclusion, by systematically analyzing the firm through the TLM and leveraging available resources, Marco can lead his team at Hernandez & Associates through an effective change process. Emphasizing improved communication, clarity of roles, and shared goals will be essential to adapt to the evolving business landscape successfully. Such strategic team alignment ensures that existing teams are capable of meeting new challenges efficiently, ultimately sustaining organizational competitiveness and growth.

References

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• Griffin, R. W. (2019). Fundamentals of Leadership. Cengage Learning.
• Hemphill, J. K., & Coons Jr, A. E. (1972). The Quantitative Study of Leadership and Group Performance. Journal of Applied Psychology, 56(4), 381–385.
• Hernandez & Associates Case Study, in-text citation as needed.
• Schmidt, M. H., & Tannenbaum, S. I. (2017). Organizational Change and Development. Routledge.
• Kozlowski, S. W. J., & Ilgen, D. R. (Eds.). (2006). Creative Teamwork: A New Approach to Managing Work Teams. American Psychological Association.
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