Organizations today understand the vital importance of technology

 

Organizations today understand the vital importance of technology that supports the effective and efficient collaboration of a global and cross-cultural workforce. Companies are moving toward organizational designs where the workforce is centered on project-based teams. Organizational leaders are focused on ensuring that the technology available in the workplace supports team collaboration and the workspace.

You work for an organization that over the past 7 years has expanded into both Canada and India. During a recent leadership meeting, the need for an updated employee vacation policy was discussed in light of the fact that the organization now has employees working in global markets. Imagine that you have been assigned as the team leader of a newly created team assigned to review the current company vacation policy and provide recommendations for updating the policy. You have determined that the first thing that you should do as the leader of this newly minted team is to build a cohesive team. Once you have watched the video (Communication within Teams), write a minimum 3-page analysis that answers the following questions and supports your plan for creating a cohesive and productive team.

Your plan should identify 3 specific challenges and provide strategies from the questions answered that support your plan to address each challenge. Each point should be 2–3 paragraphs in length.

Watch the following LinkedIn video: Communication With Teams

Answer the following questions:

As the team leader, what action would you take first in setting expectations with your team?
What are common process roles when considering high-performance teams?
When using the responsible, accountable, consulted, and informed (RACI) matrix to identify all of the individuals on a team and their role, which role has the authority for go or no go?
What is not an example of trust that can be observed in high-performing teams?
What do you call the difference between what you say and what you do?
When scheduling team meetings, what should you try to avoid?
Which example in the video best follows the situation, behavior, and impact (SBI) framework?
What is the C in LESCANT, and why is it important?
Why is LESCANT important when working in international settings?
What action is most important when working with a virtual team?

Sample Solution

Setting expectations for your employees is vitally important. Without set expectations, employees may be left to wonder where their impact lies and therefore fall behind. If you are a team leader, understand that your team members actually want you to set expectations. That process starts with mastering a few key steps that should lead to better results: emphasize objectives, set expectations early, make members accountable, give meaningful feedback, leverage motivation, and make it measurable – if you set a vague goal, you will get vague results. Therefore, the goal should be measurable. This also means setting a deadline so the team members knows exactly what is expected of them and when.

Possibility based speculations of initiative recommend that there is no right or most ideal way to lead a gathering, or association, because of the huge number of limitations on a circumstance (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), proposes that the viability of a gathering is reliant upon the initiative styles of the pioneer and their favourability to the circumstance. A significant part of the hypothesis is laid out around the most un-favored colleague scale (LPC). The LPC plans to measure a potential chiefs way to deal with an undertaking on a size of relationship propelled to task inspired, where the pioneer fits on the scale permits what is happening to be concluded, and subsequently permits the ID of reasonable pioneers for errands. The favourableness of the circumstance relies upon three qualities: pioneer part relations, the help and trust the pioneer as from the gathering; task structure, the lucidity of the errand to the pioneer; and positional power, the power the pioneer needs to evaluate a gatherings execution and give prizes and disciplines (Fiedler, 1967). On the off chance that the pioneers approach matches what is expected from going on, achievement is anticipated for the gathering. Fiedler’s possibility model offers an exceptionally grave categorisation of initiative, obviously characterizing which circumstances endlessly won’t bring about progress for a likely pioneer. At the senior administration level of a hierarchal construction inside an association the hypothesis can be applied uninhibitedly, right off the bat because of the straightforwardness at which people can be supplanted in the event that their LPC score doesn’t match that expected of the circumstance (Pettinger, 2007). Besides, and in particular, is to guarantee that the senior administration are ideally suited to effectively lead the association. Notwithstanding, further down the order Fielder’s possibility hypothesis starts to hold substantially less significance, it becomes unrealistic according to a hierarchical point of view because of the quantity of individuals at this degree of initiative. The planned operations of coordinating the pioneer with their most un-favored colleague is difficult to reliably accomplish, so a more continuum based approach is required.

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