This assignment provides you with an opportunity to explain the dynamics of teamwork, including motivation, conflict resolution, and leadership. First, read the scenario below. Scenario: Th

03 Jan This assignment provides you with an opportunity to explain the dynamics of teamwork, including motivation, conflict resolution, and leadership. First, read the scenario below. Scenario: Th

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This assignment provides you with an opportunity to explain the dynamics of teamwork, including motivation, conflict resolution, and leadership. First, read the scenario below.

Scenario: The vice president (VP) of marketing has hired you as the leader whose first task involves implementing a new process for applying customer service within the organization. The VP shares that the purpose of this initiative is to help resolve a list of issues that are negatively infecting teamwork: (1) morale is low, (2) employees are consistently late for work while others leave early, (3) workers disagree on the daily workload, (4) there is no drive or enthusiasm, and (5) above all, two employees have complained about harassment.

Your team consists of eight employees: three are newly hired employees, five employees are male and three are female. Each employee has a diverse background. Your charge is to reach the goal of improving customer service by directing the team through the five stages of team development.

After reading the scenario, write a minimum three-page paper by using the following questions as guidelines:

Motivation: What is the current state of motivation for employees, and what can you do to improve their motivation?
Leadership: What can leadership personnel do to positively impact teamwork that eventually leads to better customer service?
Resolving conflict: How can the employees approach resolving conflicts with one another in order to maintain a positive teamwork dynamic?
Resolving conflict: How can the employees approach resolving conflicts with customers?
Teamwork: What types of activities would help the team progress through the five stages of team development? (See page 161 in the textbook for the stages.)

Also, be sure your paper fulfills the following requirements:

The body of the paper consists of at least three pages.
The format of your paper follows APA style.
Properly cite one reference (e.g., journal article) that you located from the university's online library.
Properly cite two references (e.g., article, webpage) that you located from reputable sources (e.g., online library or reputable webpages).
Properly cite your textbook within the paper.

CriteriaAchievement LevelLevel 1 – UnsatisfactoryLevel 2 – Needs ImprovementLevel 3 – SatisfactoryLevel 4 – GoodLevel 5 – ExcellentAnalysis(40 points)

0 – 23

Presents an account containing little analysis or relevant argument; interpretation is not well supported. Course concepts and analytical tools are not applied appropriately.

24 – 27

Presents an account that is descriptive but contains little analysis or relevant arguments; interpretation is not well supported. Course concepts and analytical tools are not applied appropriately.

28 – 31

Presents an analysis containing relevant arguments; interpretation is not thoroughly supported and not compelling. Course concepts and analytical tools are sometimes applied appropriately.

32 – 35

Presents a thorough analysis with effective arguments; interpretation is both reasonable and compelling. Course concepts and analytical tools are often applied appropriately.

36 – 40

Presents an insightful and thorough analysis with strong arguments and evidence; interpretation is both reasonable and compelling. Course concepts and analytical tools are always appropriately applied.Research(40 points)

0 – 23

Demonstrates lack of or incomplete application of research findings and/or course content.

24 – 27

Demonstrates limited application of relevant research findings and/or course content.

28 – 31

Demonstrates application of fairly adequate research findings and/or course content.

32 – 35

Demonstrates good application of relevant research findings and/or course content.

36 – 40

Demonstrates excellent application of relevant and compelling research findings and/or course content.Writing Mechanics(10 points)

0 – 5

Writing lacks clarity and conciseness. Serious problems with sentence structure and grammar. Numerous major and/or minor errors in punctuation and spelling.

6 – 6

Writing lacks clarity and/or conciseness. Contains minor problems with sentence structure and some grammatical errors as well as several minor errors in punctuation and spelling.

7 – 7

Writing is mostly clear and concise. Sentence structure and grammar are strong and mostly correct. There may be 3 or 4 minor errors in punctuation and/or spelling

8 – 8

Writing is clear and concise. Sentence structure and grammar are strong. There may be 1-2 minor punctuation errors and/or spelling errors.

9 – 10

Writing is clear and concise. Sentence structure and grammar are excellent. Correct use of punctuation. No spelling errors.APA Guidelines(10 points)

0 – 5

Shows evidence of little to no use of APA format.

6 – 6

Reflects incomplete knowledge of APA format. Source documentation may contain major errors.

7 – 7

Documents sources using APA format with several minor errors.

8 – 8

Documents sources using APA format with a few minor errors.

9 – 10

Documents sources using APA format accurately and consistently.

12 Conflict and

Negotiation

PERSPECTIVE AGREEMENT

RIGHTS

After studying these topics, you will benefit by:

• Understanding conflict and how best to respond

to conflict at work

• Explaining the various conflict management

styles and their appropriate application

• Defining negotiation and applying negotiation

techniques

• Identifying harassment and workplace bullying

and demonstrating how to respond

After studying these topics, you will benefit by (cont.):

• Stating employee rights in the workplace

• Demonstrating how to resolve conflict in both a

union and non-union environment

• Recognizing warning signs and proactive steps

to take against workplace violence

CONFLICT

• Conflict: disagreement or tension between two or more parties (individuals or groups)

– A perceived threat to one’s needs, interests, or concerns

– Individuals are looking at a situation from

different perspectives

• No workplace is without conflict

TOPIC SITUATION

Luis as a Team Leader

TOPIC RESPONSE:

How did Luis mishandle the situation?

What assumptions did Luis make about Anthony?

How should Luis correct the situation?

RESOLVING CONFLICT

• Do not make conflict personal

• Avoid making assumptions about the

individual and/or situation

• Clarify facts

• Be willing to resolve the issue

RESOLVING CONFLICT

Basic Rules

1. Resolve in person when possible

2. Remain calm and unemotional

3. Be silent and listen

4. Try to view the disagreement from the other

person’s perspective

5. Explain your position and offer a solution

6. Come to a solution

RESOLVING CONFLICT

• Emotions make it difficult to logically resolve

an issue

– Remain calm and unemotional

– Acknowledge hurt feelings or anger

– Do not let the anger or hurt dominate your

response

– Look for facts and feelings

– Identify where communication broke down

RESOLVING CONFLICT

• Basic concepts to deal with workplace

conflict:

– Only you can control your response

– Do not let feelings dictate actions

– Attempt to resolve conflict immediately

– Accept responsibility for actions

– Apologize if necessary

– Retaliation is not the answer

– Keep your conflict issues confidential

RESOLVING CONFLICT

• If the conflict negatively affects your performance: • Document the offensive behavior

• Seek assistance within the company

• If necessary, seek outside assistance

CONFLICT MANAGEMENT AND

NEGOTIATION

• Forcing conflict management style: attempts to

make the other party do things your way

• Avoiding conflict management style: used

when you do not want to deal with the conflict, so

the offense is ignored

• Accommodating conflict management style:

The other party has his/her way without knowing

there was a conflict. Used when preserving the

relationship is a priority.

CONFLICT MANAGEMENT AND

NEGOTIATION (Cont.)

• Compromising conflict management style:

both parties give up something of importance

to arrive at a mutually agreeable solution

• Collaborating conflict management style:

both parties work together to arrive at a

solution without having to give up something

of value

CONFLICT MANAGEMENT AND

NEGOTIATION

• Negotiation: creating a solution that is fair to all

involved parties

• Both sides come to an agreement if both parties:

– Want to resolve an issue

– Agree on an objective

– Honestly communicate their case/situation

– Listen to the other side

– Work toward a mutually beneficial common solution

CONFLICT MANAGEMENT AND

NEGOTIATION

• Passive behavior: consistently allowing others to have their way, avoiding conflict

• Assertive behavior: standing up for your rights without violating the rights of others

• Aggressive behavior: standing up for your rights in a way that violates others’ rights

TALK IT OUT

What prevents individuals from being

assertive?

HARASSMENT

 Harassment: offensive, humiliating, or intimidating behavior

 Sexual Harassment: unwanted advances of a sexual nature

• Types of sexual harassment:

– Quid pro quo: payback for a sexual favor

– Hostile behavior: any behavior of a sexual nature that is offensive

• Harassment can occur between:

– Boss/employee – Man/woman

– Woman/woman – Man/man

HARASSMENT

If You Are a Victim

1. Minor offensive behavior—tell individual you

are offended and ask them to stop

– Document action

2. If behavior continues or is extremely

inappropriate, immediately contact supervisor

or HR department

– File formal harassment charges

– Provide facts and names of witnesses

HARASSMENT

The Complaint Process

• Complaint is filed

• Confidential investigation occurs

• Share factual, documented events

• Supervisor/HR will render an outcome

HARASSMENT

Employee Rights

• Zero Tolerance

• Harassment Free Workplace

• Equal Employment Opportunity Commission (EEOC) – federal agency

• Department of Fair Employment and Housing – state agency

• Employee unions

• Unlawful to retaliate against anyone who files a claim, even if claim is without merit

HARASSMENT

Be Aware of Employer Actions

• Harassment policies

• Harassment training

• Report inappropriate behavior

• An employer cannot help you if he or she

is not aware of the problem

TOPIC SITUATION

Katie’s Tattoo

TOPIC RESPONSE:

Who was right and wrong in the situation between

Katie and Raj?

Whose rights were violated?

If you were Katie, should you have handled the

situation differently? Why or why not?

If you were Raj, what would you have done

differently? Justify your answer.

WORKPLACE BULLIES

• Workplace Bullies: employees who are

behaving in an offensive, humiliating, or

intimidating manner

– Workplace incivility

– Bullying and incivility are inappropriate in the

workplace

WORKPLACE BULLIES

Dealing with a Bully

• Do not retaliate with poor behavior

• Document dates, words, and witnesses

• Share factual documentation with boss or

HR department and file a formal complaint

• If company fails to deal with situation in a

reasonable time and manner, seek outside

assistance

KNOW YOUR RIGHTS

• Legal right to work in an environment free from harassment, discrimination, and hostility

• Share concerns with supervisor and exhaust internal remedies before going to government agencies:

– State’s Department of Fair Employment and Housing

– Equal Employment Opportunity Commission

– State Personnel Board

– Department of Labor/Labor Commission

– Department of Justice

RESOLVING CONFLICT AT WORK

• Resolve directly with other individual

• If unresolved, inform immediate supervisor

• If situation worsens, formally file a complaint with the HR department

• Seek assistance from an outside source

Immediate Supervisor

Human Resource

Department

Outside Agency or Private

Attorney

Coworker Coworker

Figure 12-1

• Union Terms:

– Shop Steward: a coworker who is very

familiar with the union contract and

procedures available to assist you in resolving

a workplace conflict

– Grievance: a problem or conflict that occurs

in a unionized workplace

– Grievance Procedure: formal process of

resolving a union-employer conflict

CONFLICT UNDER A UNION

AGREEMENT

CONFLICT UNDER A UNION AGREEMENT

• Union exists to protect employee rights

• Refer to union contract

• Confer with shop steward

• If there is a violation of policy, a formal grievance is filed

• Employee, steward, and supervisor meet

• If unresolved, a union official will meet with the HR department

• If unresolved, attorneys from both sides (union and employer) will meet

WORKPLACE VIOLENCE

• A result of unresolved conflict

• Includes any kind of harassing or harmful behavior (verbal or physical)

• Workplace violence can come from:

– Coworkers

– Bosses

– Customers

– Family

TOPIC SITUATION

Claudia Helps a Coworker

TOPIC RESPONSE:

Did Claudia handle the situation appropriately?

Why or why not?

WORKPLACE VIOLENCE

• Employee Assistance Program (EAP): a

benefit offered by many employers that provides

free and confidential psychological, financial,

and legal advice

– If you are experiencing a stressful situation at work

or home, take advantage of this benefit

WORKPLACE VIOLENCE

Look Out for Warning Signs

• Be aware of your surroundings

• Keep work area and access well-lit

• Request an escort to your car if necessary

• Keep emergency phone numbers posted in

visible areas

• Report suspicious behavior or situations

• It is better to be safe than sorry

AGREE TO DISAGREE

• Conflict frequently can’t be avoided

• Apologize if you are wrong

• Forgive if you have been harmed

• Mature coworkers are willing to forgive and not

hold grudges

We don’t have to like all our colleagues, but

we must demonstrate professionalism and

show respect to everyone

THINK ABOUT IT

Identify grudges you have held or people you

need to forgive. Make a point of resolving one of

those issues within the next week.

11 Motivation,

Leadership, and

Teams

UNITY ENERGY

ACCOMPLISHMENT

After studying these topics, you will benefit by:

• Defining motivation and explaining common

motivational factors

• Explaining the primary leadership styles and key

qualities of a successful leader

• Examining the difference between leadership

and management

• Describing a team, the elements of effective

teams, and how they affect performance

After studying these topics, you will benefit by (cont.):

• Identifying characteristics of effective team

players

• Demonstrating how to deal with difficult team

members

• Listing and describing the elements of a

successful meeting

A FOUNDATION FOR PERFORMANCE

• Foundation for performance

– Motivation

– Leadership

– Teamwork

• All employees should strive to display the

characteristics of a leader.

• Motivation and leadership are elements of

teamwork

MOTIVATION

• Motivation: an internal drive that causes

people to behave in a certain way to meet

a need

• Motivation comes from within

• There are several factors that contribute to

motivation (not just monetary)

TALK IT OUT

What motivates you to perform at work or at

school?

MOTIVATION

• Maslow’s Hierarchy of Needs: throughout

one’s lifetime, an individual’s needs are met as

they progress up a pyramid (hierarchy) of five

needs

– Physiological

– Safety

– Social

– Self-esteem

– Self-actualization

MOTIVATION

Maslow in the Workplace

Physiological—Basic Wages

Safety—Job Security/Environment

Social—Informal Groups

Esteem—Recognition/Respect

Self-actualization—Expand Skills

Figure 11-1

MOTIVATION

• McClelland’s Theory of Needs

– Achievement

– Power

– Affiliation

• Victor Vroom’s Expectancy Theory

– Behavior based on outcome

MOTIVATION

• Only you can motivate yourself

– Others can only provide a motivating

environment

• When having an nonproductive day

– Use self-talk

– Review your goals to get back on track

LEADERSHIP

• Leadership: the process of one person

guiding (influencing) one or more individuals

toward a specific goal

– We are all leaders

– Leaders are not just managers and supervisors

– Not all bosses are leaders

LEADERSHIP

• Primary leadership styles:

– Autocratic leaders: authoritarian, they make

decisions on their own

– Democratic leaders: make decisions based on

input from others

– Laissez-faire leaders: allow team members to

make their own decisions without input from the

leader

TALK IT OUT

If the room was on fire, how would each type of

leader direct his or her employees?

LEADERSHIP

• Effective leaders display characteristics that

make them stand out by being positive and

supportive of others

– Work well with others

– Trustworthy

– Ethical

– Focused

– Visionaries

– Excellent communication

BECOMING A LEADER

• Delegate: assign part or all of a project to

someone else

• Be prepared to lead

– Learn new skills

– Join committees

– Train

– Attend workshops

– Volunteer to serve on a team

• Get involved in community activities

TEAMS AND PERFORMANCE

• Teams – a group of people linked to a

common purpose

– In a team setting, members share

accountability and responsibility

• Synergy – two or more individuals working

together toward a specific effort

TEAMS AND PERFORMANCE

Types of Teams

• Formal: developed within the formal organizational structure

– Functional (within a department)

– Cross-functional (different departments)

• Informal: individuals who get together outside the formal structure

• Virtual teams: function through electronic venues

TEAMS AND PERFORMANCE

Stages of Team Development

FORMING

STORMING

NORMINGPERFORMING

ADJOURNING

TEAMS AND PERFORMANCE

Stages of Team Development

• Forming stage: getting to know and form initial

opinions about team members

• Storming stage: some team members begin to

have conflict with each other

• Norming stage: team members accept each other

and overcome the conflict

• Performing stage: team works on task

• Adjourning stage: team completes task and

brings closure to the project

CHARACTERISTICS OF AN

EFFECTIVE TEAM MEMBER

• Know team goals and objectives

• Every activity should contribute to team

goals and objectives

• Team member characteristics:

– Trustworthy

– Performer

– Efficient

– Communicator

CHARACTERISTICS OF AN

EFFECTIVE TEAM MEMBER

• Brainstorming: a problem-solving method

that involves identifying alternatives that allow

members to freely add ideas while other

members withhold

TOPIC SITUATION

Mason’s Idea

TOPIC SITUATION:

Should Mason share his idea?

How should he respond if his idea is rejected?

CHARACTERISTICS OF AN

EFFECTIVE TEAM MEMBER

Teams and Conflict

• Do not make assumptions

• If you disagree with the team, voice your

opinion and state why

• If the team decides to go in a direction other

than what you wanted, respect and support

the team’s decision

CHARACTERISTICS OF AN

EFFECTIVE TEAM MEMBER

The Problem Member

• Trust as a foundation

• Do not dump work on others

• Work around a lazy team member

• Team will eventually dismiss a poor

performer

• Address performance issues in a respectful

and diplomatic manner

MEETINGS

• A meeting is a common form of team

interaction and workplace communication

– Types of meetings:

• Informational

• Discussion driven

• Decisional

• Combination

– Formal or informal

MEETINGS

• Meeting Agenda: an outline of major topics and

activities that are scheduled to be addressed

during a meeting

– Normally distributed to all attendees prior to the

meeting

– Read agenda prior to meeting

– Notify person in charge of meeting if you would like

item placed on agenda

– If you are presenting, plan ahead and prepare

handouts for each attendee if necessary

MEETINGS

• Face-to-face meetings

– Most common

– Arrive early

– Do not sit at head of table unless invited

• Meeting Chair: individual in charge of

meeting

• Roberts Rules of Order: a guide to

running meetings (also called Parliamentary

Procedure)

TALK IT OUT

What do students dislike most

about team presentations?

TEAM PRESENTATIONS

• Steps to successful team presentations:

– Agree on the presentation goal

– Create a presentation outline

– Discuss and agree upon verbal, visual, and support

content

• Each member needs to take responsibility and be

accountable to each other

• Each member must communicate, share duties,

and behave in a respectful and professional

manner

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03 Jan This assignment provides you with an opportunity to explain the dynamics of teamwork, including motivation, conflict resolution, and leadership. First, read the scenario below. Scenario: Th

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