Question

Write a paper (1,500-1,750 words) in which you address the following based on the information provided in the "West Coast Transit Case Study" resource.

1. Define the three criteria for evaluating effective team/group work (as stated in the reading this week) and analyze whether the "team" assembled by Bernie Hollis and Pete Denson is effective or not.
2. Provide a review of each of Tuckman's five stages of group formation and identify what stage(s) are evident in the case. Explain your answer.
3. Define Schein’s three behavioral profile roles during team entry and identify how the profiles are demonstrated in the case. Explain your answer.
4. Was the communication among the participants in the case effective or not? Justify your answer (this is not just an opinion).
5. The Organizational Behavior textbook describes two main types of conflict. Define them and then describe the type (s) of conflict that are evident in the case.
6. Propose how Denson should manage the conflict in this case using one direct conflict management and one indirect conflict management approach? Explain your response.
7. Identify one specific task leadership activity and one specific maintenance activity that should be encouraged. Identify the most significant disruptive behavior that should be discouraged.
8. Identify the most obvious individual motivational problems experienced by Jing, Mahonney, and Tanney. How should Denson motivate each person? Be sure to provide a specific motivational suggestion for each person based on that person's motivational needs. Ensure that at you have at least one suggestions from each of the motivational theories/techniques (content theories, process theories, and reinforcement strategies).

Use at least two academic resources as references for this assignment.

Prepare this assignment according to the guidelines found in the APA Style Guide

(PLEASE ADD APA IN TEXT CITATION AND SOURCE LIST)

Answer 1

The three criteria for evaluating effective team/group work-

Output - The final outputs shaped by the team have to meet or surpass the standards set by main constituents within the organization.

Social Processes - The inner social processes working as the team cooperates should improve, or at least preserve, the group’s capability to work together in the upcoming.

Learning - The practice of working in the team atmosphere should act to please rather than worsen the personal desires of team member.

Tuckman's five stages of group formation-

Forming

This stage is consists most team members as positive and polite. Some are nervous, as they have not fully understood what effort the team will do. Others are just excited about the duty ahead. As leader, we play a leading role at this stage, because team members' positions and responsibilities are not clear. As people begin to work together, the Forming stage can last for some time, and as last as they attempt to get to distinguish their new colleagues.

Storming

After that, the team progresses into the storming phase, where people begin to push next to the boundaries recognized in the forming stage. This is the phase where many teams not succeed. Storming frequently starts where there is a disagreement between team members' usual working styles. People can work in dissimilar ways for all sorts of causes but, if conflicting working styles cause unexpected problems, they may become irritated. Storming can also occur in other circumstances, for instance, team members may confront our authority, or jockey for place as their roles are simplified. Alternatively, if we have not defined obviously how the team will work, people may sense overwhelmed by their workload, or they can be sore with the approach we are using. Team associates who stick with the task may knowledge stress, chiefly as they do not have maintenance of established procedure or tough relationships with their contemporaries.

Adjourning

Many teams will achieve this stage ultimately. For example, project teams survive for only a fixed time, and even stable teams may disbanded through managerial restructuring. Team members who akin to plan, or who have developed close working affairs with colleagues, may find this stage hard. That is mainly if their future now looks unsure.

Norming

Slowly, the team progresses into the norming stage. This is when people begin to decide their dissimilarities, welcome colleagues' strengths, and esteem our authority as a head. Now that our team members discern one another well again, they may mingle together, and they are able to solicit one another for help and offer positive feedback. People develop a stronger promise to the team goal, and we begin to see good growth towards it. There is regularly a extended overlap between storming and norming, because, as fresh tasks arise, the team may slip back into performance from the storming stage.

Performing

The team gets to the performing stage, when solid work leads, without resistance, to the success of the team's goal. The formations and processes that we have set up prop up this well. As leader, we can pass on much of our work, and we can think on developing team members. It senses easy to be element of the team at this stage, and people who connect or leave would not interrupt performance.