"OECollaboration*"
Read the following case study called "OECollaboration*":
At OECollaboration, a technology company that develops virtual collaboration software for new companies, Mike Jones is a new manager. One of the biggest challenges he has faced is that the team that he is managing is well established and because he is an outsider, the team members haven’t yet developed trust in him.
Two weeks into his new employment, Mike held a meeting and discussed all of the changes to the remote work agreements as well as implementing new meeting requirements for each employee to have a biweekly meeting scheduled with him to discuss their projects. The team was outraged, they were not excited, and the following days he wasn’t greeted in a friendly way; in addition, his team seemed less engaged when asked to participate in team functions.
Tracy James is also a new manager at OECollaboration who started at the same time as Mike, in a similar situation where she is a new manager of an existing team. Tracy was able to hold a meeting the first day on the job to listen to her team and get to know them. During this meeting she also told the team about herself and her past experiences. Additionally, she held one-on-one meetings to listen to each of her team members to discuss what they were working on and their career goals. After observation and discussion with upper management, she aligned her own team goals closely with the skills and experiences of her new team. She met with the whole team to make changes to a few policies, explaining why they were being changed, and set the strategy for the team moving forward.
Because she got her team involved and learned about them before implementing her new strategy, this was well received. Her team still had questions and concerns, but they felt like they could trust her and that they were included in the changes that were being made.
Step 2) Review the rubric to understand how you are evaluated. You must post an original response by Wednesday of the due date week. Your original post must include at least 250 words. Include your word count at the end of each of posts (e.g., “Original Post: 224”). In your original post, you must include at least 1 scholarly/peer-reviewed post inside the body and at the end of the post in APA format. Answer the following questions in question-and-answer (Q&A) itemized format. In other words, in include the original question and your answer under it. You will not be able to see other's posts until you have submitted yours. You cannot edit or alter your posts once it is submitted. Students who make a non-substantive post, gaining access to their peers work, will not get credit for a later post. You should write your post in a word document, then copy and paste it to the discussion board to avoid issues.
What are the most important things for managers to consider when working with a new team?
Identify the behaviors of the managers in this case that contributed to building (or detracting from) cohesion in the teams -- and explain why.
Sample Solution
The most important things for managers to consider when working with a new team are:
- Building trust: It is important for managers to build trust with their new team members. This can be done by being honest and transparent, being respectful, and being willing to listen. Managers should also be supportive and helpful, and show that they are invested in the success of the team.
- Getting to know the team: Managers should take the time to get to know their new team members individually. This can be done by having one-on-one meetings, observing the team at work, and participating in social activities with the team. Managers should also learn about the team's skills, experience, and career goals.
Full Answer Section
- Communicating effectively: Managers need to communicate effectively with their new team members. This means being clear and concise in their communication, and being open to feedback. Managers should also be willing to answer questions and provide guidance.
- Setting clear expectations: Managers need to set clear expectations for their new team members. This includes defining the team's goals, roles, and responsibilities. Managers should also communicate the team's performance standards and expectations for behavior.
- Providing support and feedback: Managers need to provide support and feedback to their new team members. This includes helping them to achieve their goals, and providing guidance on how to improve their performance. Managers should also recognize and reward the team's accomplishments.
- Detracting from cohesion: Mike made changes to the team's remote work agreements and implemented new meeting requirements without consulting with the team first. This showed that he did not trust the team's judgment and that he was not interested in their input.
- Detracting from cohesion: Mike did not take the time to get to know his new team members individually. This made it difficult for him to build rapport with the team and to understand their needs.
- Detracting from cohesion: Mike did not communicate effectively with his team members. He made changes to the team's policies without explaining why, and he did not solicit feedback from the team. This made the team feel like they were not valued or respected.
- Detracting from cohesion: Mike did not set clear expectations for his new team members. He did not define the team's goals, roles, and responsibilities, and he did not communicate the team's performance standards and expectations for behavior. This made it difficult for the team to work together effectively.
- Detracting from cohesion: Mike did not provide support and feedback to his new team members. He did not help them to achieve their goals, and he did not provide guidance on how to improve their performance. He also did not recognize and reward the team's accomplishments.
- Building cohesion: Tracy held a meeting the first day on the job to listen to her team and get to know them. This showed that she was interested in their input and that she valued their perspectives.
- Building cohesion: Tracy held one-on-one meetings to listen to each of her team members to discuss what they were working on and their career goals. This helped her to build rapport with the team and to understand their needs.
- Building cohesion: Tracy aligned her own team goals closely with the skills and experiences of her new team. This showed that she was interested in their success and that she was committed to helping them to achieve their goals.
- Building cohesion: Tracy met with the whole team to make changes to a few policies, explaining why they were being changed, and set the strategy for the team moving forward. This showed that she was transparent and that she valued the team's input.