CPS213 Human Resources & Developing People

Task

This task requires that you read the case study and answer the three questions. Your answer must refer to the supporting material from your Weeks 2-7 ( Motivation Theories, Team Building and Communication) and the below information from Berkely Edu. Please refer to the marking rubric below.

 

Case Study

From the time the project was announced and the team members assigned, several of the members were overheard telling their colleagues that they didn’t understand why they needed to be involved in this initiative. They wanted to continue to work alone, as they have been doing for many years. One member was quoted with the statement, “We have never worked on these types of initiatives in a group before. Why start now? What is someone trying to prove?”

Some of the am members were concerned they would no longer have any autonomy. In fact, another member said to a colleague, “Here we go! Someone is going to tell me exactly what to do and when to do it!”

Others were concerned that they would be spending so much time in meetings that things would never get done and they would have to work overtime. Yet others were concerned that they would not receive recognition for their efforts and would get “lost” in the team.

After the team was formed, it met for a few months without addressing any of these issues.  Informal discussion outside the meeting was negative, team members continuing to complain to each other – they did not like being told what to do, they wanted to work on their own, some did not see any benefit in working as a team, some were unhappy because they were doing more of the work and they would not be rewarded more than those who were not doing as much of the work.

The team was not performing and did not meet their first target.

Answer the following questions (with reference to the above material and Class material)

 

Question 1: Explain what may be some of the primary reasons for the team members feeling this way?

Question 2: Explain what should have been done from day one when these issues surfaced

Question 3: Discuss what should be done at this point?

Useful Resource Material: https://hr.berkeley.edu/

The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.

  • Consider each employee’s ideas as valuable. Remember that there is no such thing as a stupid idea.
  • Be aware of employees’ unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.
  • Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team’s higher goals.
  • Be clear when communicating. Be careful to clarify directives.
  • Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships.
  • Encourage team members to share information. Emphasize the importance of each team member’s contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal.
  • Delegate problem-solving tasks to the team. Let the team work on creative solutions together.
  • Facilitate communication. Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in your own communication.
  • Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with your team:
    • What do we really care about in performing our job?
    • What does the word success mean to this team?
    • What actions can we take to live up to our stated values?
  • Make sure that you have a clear idea of what you need to accomplish; that you know what your standards for success are going to be; that you have established clear time frames; and that team members understand their responsibilities.
  • Use consensus. Set objectives, solve problems, and plan for action. While it takes much longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee’s commitment to all phases of the work.
  • Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (Team members are to be punctual for meetings) or general guidelines (Every team member has the right to offer ideas and suggestions), but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals.
  • Establish a method for arriving at a consensus. You may want to conduct open debate about the pros and cons of proposals, or establish research committees to investigate issues and deliver reports.
  • Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and that’s how you’ll spur your team on to better results.
  • Establish the parameters of consensus-building sessions. Be sensitive to the frustration that can mount when the team is not achieving consensus. At the outset of your meeting, establish time limits, and work with the team to achieve consensus within those parameters. Watch out for false consensus; if an agreement is struck too quickly, be careful to probe individual team members to discover their real feelings about the proposed solution.

 

 

Marking Rubric

 

CPS 211 Human Rights, Ethics and Policing  In class Essay Assessment

Content

1.

Explain what may be some of the primary reasons for the team members feeling this way?

Nil explanation writing has no connection to the task

 

 

 

 

 

 

 

0

Identifies key issues that may be the cause of the Team members negativity with reference to the literature/class material in a range of 0 to 50%

 

 

 

1 – 12.5 marks

Identifies key issues that may be the cause of the Team members negativity with reference to the literature/class material in a range 51-74%

 

13 – 18.5 marks

Identifies key issues that may be the cause of the Team members negativity with reference to the literature/class material in a range of 75 – 100%

 

19 – 25 marks

         
2.

Explain what should have been done from day one when these issues surfaced?

 

 

Nil explanation writing has no connection to the task

 

 

 

 

          

 

 

 

 

0 mark

 

 

Identifies key strategies that should have been put in place to  support the team to work successfully with reference to the literature/class material in a range of 0 to 50%

 

 

1 – 12.5 marks

 

 

Identifies key strategies that should have been put in place to  support the team to work successfully with reference to the literature/class material in a range of 51 to 74%

 

13 – 18.5 marks

 

 

Identifies key strategies that should have been put in place to  support the team to work successfully with reference to the literature/class material in a range of 75 – 100%

 

19 – 25 marks

         
3.

Discuss what should be done at this point?

 

 

Nil explanation writing has no connection to the task

 

 

 

 

          

0 mark

 

 

Identifies key strategies  that may assist the Team members

with reference to the literature/class material in a range of 0 to 50%

 

1 – 12.5 marks

 

 

Identifies key issues that may assist the Team members  with reference to the literature/class material in a range 51-74%

 

13 – 18.5 marks

 

 

Identifies key issues that may assist the Team members with reference to the literature/class material in a range of 75 – 100%

 

19 – 25 marks

         
Writing Style

 

Writing is clear and spelling, punctuation and grammar follow the conventional use of English

 

The essay contains spelling, punctuation and grammar errors to an extent that the essay is unable to be clearly read and understood.

0

 

A minimum of 45%-50% of the essay is clear and understandable.

 

 

 

 

 

 

1 – 12.5  marks

 

A minimum of 51 – 74% of the essay is clear and understandable.

 

 

 

 

 

 

13 – 18.5  marks

 

A minimum of 75 – 100% of the essay is clear and understandable.

 

 

 

 

 

 

19 – 25  marks

  Total