Team Challenges - Case Study Example

Working in teams can produce results with higher efficiency and greater effectiveness. For this, role of every member in the team is extremely important. Effective teamwork requires cooperation, support, skills, trust and responsibility of every team member. The leader plays a significant role in accomplishing tasks through team members’ skills, experiences and commitment. This topic studies a team with different types of issues such as internal conflicts, leadership issues and role clarity. It further illustrates possibilities of accomplishing the ‘big’ task through a new leader considering all the positive and negative attributes of the existing team members. TEAM CHALLENGES Introduction Teams are formed in order to get the tasks accomplished more efficiently and swiftly in hospitality industry. This brings about discipline and quality in the service delivered. In order to accomplish tasks and deliver results, team members need to care for and trust each other. The team exhibits great interdependence and works on high collaboration. This fosters high team morale and boosts the self-esteem of every team member. In short, team work is defined as the cooperative effort by a group of persons acting together as a team (Walker & Miller, 2008; p.209). To accomplish tasks through members of a cohesive team, the leader of the team plays a significant role. The team in discussion can be considered as less cohesive due to individualistic working behaviour, non-compromising nature and differing values (Humphrey, 2000). Reasons for these observations may be attributed to team members’ reaction to the arrival of new in-charge; team members’ relationships with each other; their expectations and working attitudes. In other words, the people assigned with the specific responsibility of wedding reception are only a part of the work group with ambiguous responsibility and accountability, and domination besides great expertise and skills, different personalities, strengths and experience. This situation requires gaining confidence of team members, effective empowerment, fostering support and cooperation within the team in order to complete the task with high efficiency and effectiveness. 1. What are some of the team issues surrounding this case that may negatively affect the team’s ability to put on ‘a truly excellent’ wedding reception? (consider any relevant issues relating to leadership, conflict, motivation, team development stage, communication etc). An overview of the team’s situation points to important issues involving conflicts, leadership, individual developmental stage and team members’ expectations. Conflicts are evident in the team, with each other and with the new leader. Causes of these conflicts could be overlapping responsibilities, differing values, cultures, perspectives and background; misunderstandings; and lack of trust and relationships (Kendrick, 2004). Many researchers have proven that possibility of conflicts is high in hospitality industry, and that cooperation is low; these affect relationships with other employees (Ingram & Desombre, 2003). Presence of these issues makes the team less cohesive and weak. Walker and Miller (2008) point to the fact that strong teams can produce incredible results, while weak teams can be extremely disastrous to the organisation, individuals, and also to the customers. Firstly, Rob being relatively new and Christophe moving to his next role within 2 weeks poses a challenge for Rob in terms of taking over charge of the responsibilities. This could be very short duration for Rob to grasp everything from Christopher and the time available to take control over operations and understand people is very less keeping in mind the upcoming reception assignment, which is to be executed in an excellent manner. Therefore, the handover process may be left with some gaps due to less time. Secondly, Rob’s acceptability in the team is certainly an issue considering the team members’ experience, behaviour and expectations. These are evident through Maggie’s reactions towards Rob’s arrival and Christophe’s movement. Shannon may accept Rob willingly because she, otherwise, is not happy with Maggie. So team acceptability due to conflict of authority may be a prime issue for Rob. Thirdly, lack of team work is evident from Maggie and Shannon’s relationship. They do not jell with each other and have differing values. This could be a potential risk factor ahead of the much awaited big event. Next in the scenario is the possibility of Rob getting carried away in terms of decision making; he may rely more on Shannon considering her commitment, ahead of Maggie who is indifferent towards Rob and Christophe’s movement. This could be disastrous to Rob’s first assignment. Finally, the issue of biasness that existed during Christophe’s time created conflicts between Maggie and Shannon. Possibly Shannon felt left out due to more responsibilities given to Maggie by Christophe although she too was equally competent. Applying Benne and Sheat’s (1948) group dynamics to the roles being played by each of the members of this team indicates that the informal roles assumed by each of the members are overplaying their formal roles (Fried & Rundall, 1997). Specifically, the individual roles assumed by all the three full timers are undermining each other’s competencies and performance. For instance, Maggie is assuming the role of aggressor, recognition-seeker, and that of dominator. Shannon is a help-seeker and special interest pleader. In total, their experience and skills are not complementing each other; there is lack of support and trust; reluctancy towards the new leader. 2. Do you think that this team has the potential to do well? Justify your answer. The team certainly has the potential to perform and carry the event successfully. Considering the characteristics of effective team members like, expertise, commitment, clear purpose, and confidence are quite evident from the record of each of the team members. However, the characteristics required for building an effective team, like, clear roles and goals, complementing roles, cohesiveness, group norms and expectations, trust and leadership, and support seem to be dwindling. These issues particularly can be resolved through appropriate leadership. Various reasons advocating the ability of team can be found from this scenario. Firstly, Rob is highly motivated with his new role and assignment; besides, he also carries good experience in the hotel industry. Rob also has the experience in hosting the events for more than 2 years. Maggie is one of the key members in the team with very good experience under Christophe, well appreciated by the clients in the past. Therefore, her performance ability can add great value to the new challenge. Shannon also has the potential to perform with fair amount of experience. All the team members including Jonah have fairly rich experience in conducting the events successfully. The team has diversified skills with high potential. With appropriate leadership, they can deliver the excellent results. As the team members are well experienced, they do not require guidance or coaching from the leader. Also, considering the limited available time for Rob, delegating responsibilities with periodic monitoring coupled with feedback and appreciation will be apt in this situation. Hence, Rob will have to assume the role of a situational leader and lead the team based on the developmental level of the task, i.e events or activities being performed for the assignment (Blanchard, 1999). 3. What could Rob do to ensure that the team puts on ‘a truly excellent’ wedding reception? To build cohesive team, goals and objectives need to be set. Larson and Lafasto (1989) proved that every effectively functioning team is characterized by clear understanding of its objectives (Ingram & Desombre, 2003). Strong teams cannot be formed based on structure or goals. They need to be built by the leaders and management. Hence, Rob’s can contribute much to accomplish the task of ‘truly excellent’ wedding reception through appropriately dealing with the team members. Firstly, Rob needs to increase his involvement with all the team members in order to reduce conflicts of authority that are evident from Maggie’s reaction. The team is in the storming stage with conflicts with the leader, with other team members and efforts of members to prove their role or importance (Pyzdek, 2003). Rob will have to defuse these conflicts through individual meetings followed by team meetings, with an agenda of the lined up project. This will help Rob in understanding the team members’ behaviour and expectations better. Also, considering the fact that all team members are experienced and require no guidance from leader to do their job, the best approach for Rob would be delegation of work and keep a watch on the progress. Reference to a common task supported by endurance to individual interests can help in accomplishing the group’s goal (Adair, 1986). Rob needs to delegate maximum and critical responsibilities to Maggie and Jonah, and also ask her to manage/track Jonah’s work. Considering Maggie’s experience, competencies and expectations, Rob can consult/involve Maggie while planning and delegation of the work. He will have to keep Jonah and Shannon also in the discussion in order not to make them feel left out. Rob needs to involve Maggie and Shannon for the decision making. Rob also needs to take the inputs from Shannon and Maggie regularly to ensure that both the team members are united and they are given equal importance. Rob could talk to Maggie and Shannon separately to defuse the dissatisfaction/misunderstanding between each other after delegation of responsibilities. While doing all these, Rob should regularly give feed back to all the team members on their progress and appreciate their efforts. 4. Based on your personal experiences, if you were to entre the team, how would your arrival affect the team dynamics and performance? Why do you say that? My arrival into this team would not be any different from that of Rob’s experience because the conflicts and issues would still remain the same. I would have to face acceptability issues and non-cooperation from team members. Firstly, my approach would include orientation towards the goal in order to bring the members together, and setting clear objectives for all. Next, the planning process will involve discussions with openness and induced confrontation in order to defuse potential conflicts. Having a strong common goal for the project is one of the most important driving forces to resolve conflicts (Martin & Kate, 2001). Hence, I would first orient the team towards the common goal of putting up a truly excellent wedding reception and reinforce this fact till the completion of the project. The formal conflicts, or conflicts related to the process of planning and execution may get influenced by the hidden or informal conflicts. By undertaking a participative planning process, these informal conflicts can be surfaced (Kendrick, 2004). Considering the relationship conflicts, I would conduct individual meetings before gathering for a team meeting. I would attempt to resolve the formal conflicts through appropriate delegation of responsibilities. Responsibilities will be allocated according to each one’s competencies and skills. Humphrey (2000) asserts that performance challenge is the binding factor for team members, and it fosters support, trust, cooperation and confidence among the team members. I will ensure team members are constantly communicating with each other, which will also reinforce support and trust in each other. As the responsibilities would be delegated with mutual agreement, conflicts related to biasness, intimidation or domination will be eliminated. With goal and role clarity, mutual support and trust, constant communication, the task of ‘truly’ excellent wedding reception can be accomplished with great effectiveness. References Adair, J. (1986). Effective Teambuilding. London: Pan Books. Blanchard, K. (1999). The 3 keys to empowerment: release the power within people for astonishing results. U.S.A: Berrett-Koehler Publishers. Fried, B.J and Rundall, T.G. (1997). Managing Groups and Teams. In Shortell, S.M and Kaluzny, A.D’s Essentials of health care management. U.S.A: Cengage Learning. Humphrey, W.S. (2000). Introduction to the team software process(sm). U.S.A: Addison- Wesley. Ingram, H and Desombre, T. (2003). Managing employee attitudes and behaviours in the tourism and hospitality industry. New York: Nova Publishers. Kendrick, T. (2004). The project management tool kit: 100 tips and techniques for getting the job done right. AMACOM Div American Mgmt Assn. Martin, P and Tate, K. (2001). Getting started in project management. U.S.A: John Wiley and Sons. Pyzdek, T. (2003). The Six Sigma handbook: a complete guide for green belts, black belts, and managers at all levels. Edition 2. U.S.A: McGraw-Hill Professional. Walker, J.R. and Miller, J.E. (2008). Supervision in the Hospitality Industry: Leading Human Resources. 6th Ed. U.S.A: John Wiley and Sons. Read More