Ron Heifetz might suggest that the group needs a better "holding environment" to help them more productively surface and address the conflict. Among the things that Marshall might focus on to help the group move in this direction are: -Shared values and beliefs -Following the suggestion to simply divide up the cases -Shared history and experiences -Norms -Orchestrating a move of some group members to other groups

Ron Heifetz might suggest that the group needs a better "holding environment" to help them more productively surface and address the conflict. Among the things that Marshall might focus on to help the group move in this direction are: -Shared values and beliefs -Following the suggestion to simply divide up the cases -Shared history and experiences -Norms -Orchestrating a move of some group members to other groups

Understanding Management (MindTap Course List)

10th Edition

ISBN:9781305502215

Author:Richard L. Daft, Dorothy Marcic

Publisher:Richard L. Daft, Dorothy Marcic

Chapter14: Leading Teams

Section: Chapter Questions

Problem 2GL

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Manager A - the traditional view of conflict. This person is a caring, empathetic leader with many good qualities. Manager B - the contemporary view of conflict. This person is ambitious and supports their team to exceed expectations. When conflict occurs on Manager A's team, how might it be resolved? When conflict occurs on Manager B's team, how might it be resolved?
The group's attempt to address Delery's concern that the group had not discussed and agreed to its approach to its work can best be characterized a consistent with which conflict resolution strategies: -Collaboration, because the group worked through an integrative process in search of a "bigger pie" -Competition, because the group spent their session fighting out the issue, which was eventually solved by Marshall exercising his authority. -Compromise, since the group engaged in a careful give and take and everyone won some and lost some. -Accommodation and maybe a little Avoidance, too, since Delery seemed to simply acquiesce to others and the group didn't really address the underlying issue (the lack of group norms).
Your team has been assigned the task of sharing a model to help understand conflict styles. As a team leader, describe the Kilmann Thomas's Managerial Grid model to your team.
Mary Parker Follett would advise the group to: -Find a way to accommodate Onyealisi in his desire to avoid accountability to the group -Develop a system that resolves the group's conflicts through competition -Seek a more integrative approach, and find ways to address the conflict through collaboration -Continue to avoid the issue, but only until it begins to truly impact group performance
In some company, there are various people with different backgrounds, different mindsets, and behaviors. There is one of your coworkers named Bella who is stubborn and has a mindset that is 180 degrees different from yours. As a result, it often causes disagreements during meetings. Questions: a. If you were in the same group as Bella, what would you do with Bella and other members to make the meeting more conducive? b. What methods do you use to make peace and keep good relations with Bella? c. Which one will you choose? Keep someone who is stubborn but has a good work ethic or someone who is obedient but has a bad work ethic. Provide some reasons for your answer!
We are all familiar with teams, but may not have analyzed them down to the levels set forth in this chapter and the next. This chapter explores team processes—the communication, activities, and interactions that occur within teams as they pursue their goals and accomplish their tasks. Some processes are directly related to core team tasks. Other processes integrate or support accomplishment of core tasks. Finally, other processes result in difficult to observe team states, including cohesion, potency, mental models, and transactive memory. To improve team process, organizations may include training in areas such as team building and team competencies. 12.1 Before reading this chapter, how did you define teamwork? How did this definition correspond to the definition outlined in this book? 12.2 Think of a team you worked in that performed poorly. Were any of the causes of the poor performance related to the forces that tend create process loss? If so, which force was most…
Groupthink, as a self-limiting team behavior, is more likely to occur when Multiple Choice a team member believes that all team activities are a waste of time because of one or two bad experiences as a team. team members are more concerned with maintaining harmony than thinking critically about alternative approaches to problem solving. team members want to take a risky course of action. a person expects a specific task to be done by someone else in the team. Which of the following statements is true of self-managed teams? Multiple Choice They are expected to coordinate their work with ongoing direction from a supervisor or manager. They consist of employees who operate exclusively via face-to-face meetings. They are usually responsible for the development of new products. They are given almost complete discretion over what to do to achieve their objective.
True or False: In “The New Science of Building Great Teams,” the author argues that patterns of communication are the least important predictors of a team’s success because they are far outweighed by individual intelligence, personality, skill, and the substance of discussions.
Each group needs social-emotional support to be effective. In group setting, it is recommended to have diversity of standpoint, emotional tolerance of dissent in order to achieve the informed and responsible decision making fundamental to every group or team in an organization. Critically explain how the display of maintenance behaviors by the team leader and some individual members within the group contribute to group performance and impact on task achievement functions?
Jonathon is aware of how crucial it is to put together a diverse team that includes leaders from each division. He draws on a wide range of expertise and points of view by including representatives from various fields. Team members are encouraged to share their unique perspectives and collaborate on the creation of comprehensive strategies as a result of this, which encourages collaboration. Jonathon ensures that diverse points of view and interests are taken into account by inviting representatives from all divisions to participate. Herzberg's Two-Factor Theory, Adams' Equity Theory, and Maslow's Hierarchy of Needs, which theory does this align with ?
The competing strategy of conflict resolution proves to be effective when unpopular decisions need to be issued. True or False In addition to providing tools and training that help people work through their differences, managers can help by creating a work climate that encourages the clash of ideas. True or False Since employees deal with day-to-day issues and problems, they are often the best source of ideas to solve organizational conflicts. True or False t/f In the human relations view of conflict, conflict was viewed as a natural and inevitable part of group interaction and relationships. t/f Conflict is viewed as positive when it is characterized by personality clashes. t/f Cultural differences challenge the communication process, as cultures differ in the meaning of certain words/phrases, importance of context, and attitude toward conflict. t/f Conflict is a form of interaction among parties who have similar interests, perceptions, goals, values, or…
Based on the case, use These five stages of team development: Forming, Storming, Norming, Performing and Adjourning . Question If you were in Jonathon’s position, what you would do to facilitate group development at this stage.