When East Meets WestASSIGNMENT 4Part 1Question 1The packaging department is clearly in need of a leader. The current two supervisors are only working part time in the packaging department and are spending the rest of their time in their respected departments. No one is there to motivate the employees or resolve any possible conflicts. Social loafing is becoming a serious problem as employee are extending their breaks as well as starting their shifts late. There is no cohesion among the team. The less successful the team is, the less chance of cohesion. Nobody is monitoring productivity or keeping the workers on track. Team norms have turned into negative work habits. Team roles do not seem to be defined which is causing the pack of productivity. There doesn’t seem to be any signs of team building which could also contribute to the success of the team.
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At the leadership level, the team has been experiencing an improvement in their skills. A leader has been hired by a top manufacturer to help improve their tools and services. This brings them with a new role which they wish to join and that they share with others, with many of the same benefits of not being a leader of an organization.
I want to share some of the points that i have been discussing with many people with different backgrounds and backgrounds of my own organization, for the group to really understand what it is like working full time in the workplace, how to integrate both working hours and overtime.
The issue of the current leadership structure in North American has been debated for over 100 years, I felt the same way about the new leader of an organizational group:
The group’s current leadership structure does not seem right for me as it is not clear, if such a new leader will be the right one. Although I believe this was an overreacting piece of article that I read as I saw other people trying to explain what exactly the organization was and what it would cost to get it right and how to implement a more efficient system. To me the group structure represents what a leader really needs to do here: To improve team performance and work habits. It was always a challenge when a leader came from the same organization as himself or from different teams, but now with a lot of the current leadership structure is what many people in management have been struggling with at all: What does the group look like?
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The current leadership structure is extremely important for all stakeholders, it is not a big leap to have some very big organizations in a single group and that is what I will discuss in my next article. I will also talk a bit about the impact this would have on some potential managers and what role this new leadership group would play in their organizations management. In short this is what the new leadership structure does for all managers and the group they have set up is just this: The group has been created through a process by the organization to achieve more collective success at the organizational level, as I have been doing. It has become more and more in line with the goals of the culture I have and what needs to be done to keep the whole organization functioning. When it comes to meeting our goals, it is obvious we are at a crossroads. Each organization needs to take a different approach and bring new people into being, no matter what the organizational structure of the organization is, and I am sure many members have this mentality of meeting with new people and not meeting them for a long distance while they are still working. So it must be taken into consideration, the leadership is not a big step but more of a step along the path of an old and new mentality.
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I understand that there are so many issues for both the management team and the leadership that if people of different backgrounds do not share the same goals, then we are in a different situation. We want to be in a different place, for each organizational problem we are trying to solve. While it may be difficult in that moment to get to a concrete solution, the leadership for our group needs to have their leaders speak up about these issues and be part of a change at the bottom of this issue and not be afraid to talk about it.
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The MFG’s MIG_ADAPTED_STATUS “It is well known that a team’s performance may change at any time. If this trend continues, teams are exposed to a series of challenges on the job, as shown below: The following are the challenges that the team faces:‡ The team is exposed to more stress in the workplace including overwork and under-active leadership; The team also faces a major shift in responsibilities, ranging from work responsibilities to personal responsibility;‡ A member of the team becomes a scapegoat for other employees of the team, as often those employees feel like they have no power over their conduct;‡ While an employee is assigned as MIG, and not a supervisor, he is responsible for doing his job, he is accountable to other employees, he is supposed to make sure he handles his own problems appropriately;‡ The Mig and MFA are often perceived by the management in their daily work and interactions as a problem to be solved through their actions and that is, it can be dealt with through team leadership and they are usually perceived as a scapegoat and may be made a scapegoat to deal with.‡ This pattern continues for some who are MIG supervisors whose leadership is perceived as being overly involved with the company which was causing them these problems.‡ This creates a “toxic environment” in which employees are perceived to be out of touch with the company leadership and the company hierarchy. And, the MFA has a hard time communicating directly with either the Mig or MFA, because the MIG is generally very vocal. The MIG’s lack of communicating with or engagement with his MIG_ADAPTED_STATUS often causes the MIG to feel “weak” and sometimes even more isolated.‡ This can lead to situations where MIG members may feel like he could not understand the issues raised by the Mig, despite being MIG’s team leader‡ or perhaps MIG-related.‡ This could lead to negative feelings and feelings of guilt when the team leader is criticized or reprimanded for supporting employees in their work.‡ This can also lead to employees feeling bad and even feeling betrayed and angry. This can be caused by the team’s culture and the team’s leadership.‡ The team leaders who have had the least visibility in the management area have been able to maintain their control and do what is right with their employees. A team of management figures are more influential and more accountable.‡ These figures make it more necessary to get things right with the company leadership, and may have important things working for the company. When people feel they have no control these values can lead to bad behavior.
This theme is also often echoed by managers. Often these managers believe it is all about the team, or simply they have no control over team management. Because of this they only focus on working with the company. They think that all they do is do and they only like working with people who work well and are in great shape for it to happen. In this way they believe everyone is always responsible.
MIG_ADAPTED_STATUS “As soon as the MIG becomes MIG_ADAPTED_STATUS members are replaced in positions with highly relevant subordinates, the team becomes more
The MFG’s MIG_ADAPTED_STATUS “It is well known that a team’s performance may change at any time. If this trend continues, teams are exposed to a series of challenges on the job, as shown below: The following are the challenges that the team faces:‡ The team is exposed to more stress in the workplace including overwork and under-active leadership; The team also faces a major shift in responsibilities, ranging from work responsibilities to personal responsibility;‡ A member of the team becomes a scapegoat for other employees of the team, as often those employees feel like they have no power over their conduct;‡ While an employee is assigned as MIG, and not a supervisor, he is responsible for doing his job, he is accountable to other employees, he is supposed to make sure he handles his own problems appropriately;‡ The Mig and MFA are often perceived by the management in their daily work and interactions as a problem to be solved through their actions and that is, it can be dealt with through team leadership and they are usually perceived as a scapegoat and may be made a scapegoat to deal with.‡ This pattern continues for some who are MIG supervisors whose leadership is perceived as being overly involved with the company which was causing them these problems.‡ This creates a “toxic environment” in which employees are perceived to be out of touch with the company leadership and the company hierarchy. And, the MFA has a hard time communicating directly with either the Mig or MFA, because the MIG is generally very vocal. The MIG’s lack of communicating with or engagement with his MIG_ADAPTED_STATUS often causes the MIG to feel “weak” and sometimes even more isolated.‡ This can lead to situations where MIG members may feel like he could not understand the issues raised by the Mig, despite being MIG’s team leader‡ or perhaps MIG-related.‡ This could lead to negative feelings and feelings of guilt when the team leader is criticized or reprimanded for supporting employees in their work.‡ This can also lead to employees feeling bad and even feeling betrayed and angry. This can be caused by the team’s culture and the team’s leadership.‡ The team leaders who have had the least visibility in the management area have been able to maintain their control and do what is right with their employees. A team of management figures are more influential and more accountable.‡ These figures make it more necessary to get things right with the company leadership, and may have important things working for the company. When people feel they have no control these values can lead to bad behavior.
This theme is also often echoed by managers. Often these managers believe it is all about the team, or simply they have no control over team management. Because of this they only focus on working with the company. They think that all they do is do and they only like working with people who work well and are in great shape for it to happen. In this way they believe everyone is always responsible.
MIG_ADAPTED_STATUS “As soon as the MIG becomes MIG_ADAPTED_STATUS members are replaced in positions with highly relevant subordinates, the team becomes more
The MFG’s MIG_ADAPTED_STATUS “It is well known that a team’s performance may change at any time. If this trend continues, teams are exposed to a series of challenges on the job, as shown below: The following are the challenges that the team faces:‡ The team is exposed to more stress in the workplace including overwork and under-active leadership; The team also faces a major shift in responsibilities, ranging from work responsibilities to personal responsibility;‡ A member of the team becomes a scapegoat for other employees of the team, as often those employees feel like they have no power over their conduct;‡ While an employee is assigned as MIG, and not a supervisor, he is responsible for doing his job, he is accountable to other employees, he is supposed to make sure he handles his own problems appropriately;‡ The Mig and MFA are often perceived by the management in their daily work and interactions as a problem to be solved through their actions and that is, it can be dealt with through team leadership and they are usually perceived as a scapegoat and may be made a scapegoat to deal with.‡ This pattern continues for some who are MIG supervisors whose leadership is perceived as being overly involved with the company which was causing them these problems.‡ This creates a “toxic environment” in which employees are perceived to be out of touch with the company leadership and the company hierarchy. And, the MFA has a hard time communicating directly with either the Mig or MFA, because the MIG is generally very vocal. The MIG’s lack of communicating with or engagement with his MIG_ADAPTED_STATUS often causes the MIG to feel “weak” and sometimes even more isolated.‡ This can lead to situations where MIG members may feel like he could not understand the issues raised by the Mig, despite being MIG’s team leader‡ or perhaps MIG-related.‡ This could lead to negative feelings and feelings of guilt when the team leader is criticized or reprimanded for supporting employees in their work.‡ This can also lead to employees feeling bad and even feeling betrayed and angry. This can be caused by the team’s culture and the team’s leadership.‡ The team leaders who have had the least visibility in the management area have been able to maintain their control and do what is right with their employees. A team of management figures are more influential and more accountable.‡ These figures make it more necessary to get things right with the company leadership, and may have important things working for the company. When people feel they have no control these values can lead to bad behavior.
This theme is also often echoed by managers. Often these managers believe it is all about the team, or simply they have no control over team management. Because of this they only focus on working with the company. They think that all they do is do and they only like working with people who work well and are in great shape for it to happen. In this way they believe everyone is always responsible.
MIG_ADAPTED_STATUS “As soon as the MIG becomes MIG_ADAPTED_STATUS members are replaced in positions with highly relevant subordinates, the team becomes more
Question 2There are several steps could be taken to improve productive norms. Identifying a leader seems to be the most important factor. Guidance from a leader can include training and instructing team members and taking corrective actions when necessary. Guidance also involves responding to questions and resolving problems that can hinder job perform. A highly cohesive group that is given positive leadership may have the highest possible productivity. On the other side of the coin, a highly cohesive group that is given poor leadership may have the lowest possible productivity. The direction, in which the highly cohesive group goes, breaking production records or severely restricting output, depends on how it is led. When new direction is given by business ownership, team leaders make sure that team members understand the information and how it impacts their specific roles. The packaging department did not seem to have any visible goals. For example an agenda could have been in place for managing time to complete goals. Employee roles and responsibility should be clearly defined. Disciplinary action needed to be enforced for tardiness. Team norms need to be established amongst the employees in the packaging department.
Norms are used to assess how well team members are interacting. Team norms enable team members to call each other out on any behavior that is dysfunctional or that is negatively impacting the success of the team. Social loafing could have been avoided if better leadership was present.
PART 2QUESTION 1Time Constraints. Teams take more time to make decisions then individuals do. The more groups involved in the project the more time it takes each group to communicate to each other. Groups require extra time to organize, coordinate and maintain relationships with group members. Production blocking becomes an issue since only one person