West Coast Transit Case Study

CASE STUDY

Question 1

Evaluation of an effective project team or group is based on three criteria which include the viability of the group, duty performance, and team members’ satisfaction. The viability of the group seeks to understand the team composition whether the people are available, or they can be brought together to effect a certain task. It grades the willingness of the team members to sacrifice for the benefit of the whole team. Duty or task performance seeks to determine the ability of the team to complete the designated duty or task either as a whole or individually with regards to factors such as quality, quantity, or time provided for the task (Smith et al, 2014). This paper discusses effective management practices drawing conclusions and inferences from the West Coast Transit Case Study.

Completion of a duty or task within the provided time, with a commendable quality and quantity, would be considered high performance while low quality work, missed deadlines, and less work delivered would signify low performance. Team member satisfaction determines what each member believes in their participation and presence in the success of the team. A feeling of not being needed or being underutilized points at a low member satisfaction (Smith et al., 2014). Basing on these three criteria, the West Coast Transit group was not effective at all. Tasks or duty could be performed since the first meeting saw only a single individual; Jing was prepared. Members were not willing to work for unpaid overtime signifying low satisfaction from the members. It is also evident from Tanney’s assertion that she had home-life to attend to. Mahonney and Tanney have also decried the size of the work and concluded that it is not attainable. On the other hand, Jing is also focused on her relocation. Therefore this was not a viable team.

Question 2

Tuckman’s 5 stages of forming a group include forming which refers orientation of the team members to know each other and the group leader gives direction at this point. The discourses during this stage seek to define the scope of the duty at hand and any other relevant concerns. In the case of West Coast Transit, members are not even willing to acquaint themselves with the project except for Jing. The next stage is storming which is characterized by interpersonal conflicts and disputes in the organization of the tasks. At this stage, questions of remunerations arise and even hostilities arise at this stage. It would be prudent to learn to listen more if a team needs to progress from here (Egolf & Chester, 2013). In the case of West Coast, this stage is the point at which Tanney talks of personal topics and compensations at this stage as Jing also talks of her relocation and apparent unavailability. The outbursts and retorts from members and also Denson are the characteristics of this stage.

The next stage is norming which is the stage where members try to put their differences apart and exhibit traits of cohesion and ideas are aired. This case was only exhibited by Mahonney who tried to exhort the rest of the members to work, an assertion which was sidestepped. The next stage is performing is characterized by interdependence by members for the effective execution of the designated task. This stage never came into being in the case of West Coast Transit since no single task was undertaken at all. The final stage in Tuckman’s formation of groups is adjourning which entails encapsulation and termination tasks and appreciation of each member’s achievements at the consummation of the tasks (Egolf & Chester, 2013). This stage took place West Coast Transit’s case but without any single accomplishments to appreciate by the members as some members walked out.

Question 3

The 3 categories of profile roles as per Schein’s description include “tough battler” which is characterized by aggressiveness and a certain disdain or rejection of existing leadership. Each member pushes for full involvement in the tasks and they want to have their influence felt. The second behavioral role is “friendly helper” which is exhibited by feelings of insecurity and ostensible uncertainties of romance and control. The third behavioral profile role is “objective thinker” which is often characterized by passiveness and concerns of how individual requirements and needs will be achieved in the team or group (Osborn et al, 2014). The above description as applied to West Coast Transit’s set team would put the members in the distinct groups.

Denson’s who is well aware of the severity and significance of the project can be described an as tough battler who wants to see to it that the task is completed. He would even disregard to member’s non-satisfaction and complaints. Lea Jing can be placed in the “friendly helper” profile as she was able to acquaint herself with the project prior to the meeting and even had a few suggestions. Mahonney can be placed into two groups, as a “friendly helper” at the point where he speaks up trying to cheer up the ladies while his previous sentiments about the task as massive and unattainable places him on the same group with Tanney as “objective thinkers” who cares places much concern on time constrictions and the extent to which personal life would be affected by the project. Tanney’s compensation claims also cement her position as an “objective thinker”. Lea Jing’s quietness and consideration of her impending relocation would subtly place her in the “objective thinker” profile also.

Question 4

The communication among the members was not effective since some of the members did not adequately go through the project at hand, and further disparaged the project as unattainable with the given magnitude and time constraints. Similarly, the project leader; Denson should have been more attentive and empathetic to the concerns raised by the members and readily hear their views about the project. He should have maintained an impeccable leadership where communication among the team members is given much worth and as well upon which his directions and designation of tasks is not questionable (Dwyer, 2008). He should have also communicated to the executive management and requested the addition of group members. The organization should think of enhancing communication with the employees to bolster their motivation and satisfaction as well train the team leaders of projects on best communication practices.

Question 5

There are two types of conflicts: substantive conflicts and emotional conflicts. The former entails a basic discrepancy over personal goals or ends to be realized and how they can be accomplished while the latter entails personal discrepancies arising from emotions or feelings of rage, distrust, fear, resentments amongst other emotional embers (Osborn et al, 2014). In the case of West Coast Transit, substantive conflict is the different views between what the employees view as strict timelines of completion of projects while the top management surmises that set goals are achievable without taking into consideration the number of employees or the inadequacy of the funding. There is even a rumored imminent layoff of employees. The team members for example for the project in question suppose that the project is “massive and unattainable”.

The emotional conflict is evident in the member’s disagreement in the meeting to commence the project, and from this conflict that we get to know the severity of compensation complaints of the members. There is a less-encouraging attitude from the workers. While indeed the pressure that the top management places on the workers could portend losses, it apparently strengthens the skills of the members and the organization is able to achieve its intended results as it is noted that most employees are able to successfully undertake tasks within the limited time frames. The conflicts also bolster the employee cooperation since they well know that their careers are on the line if they do not complete tasks on time.

Question 6

The direct approach Denson could use in solving conflict within his team is collaboration and problem-solving. If Denson encouraged collaboration, members would amicably communicate, and their problems would be solved in a well-defined system. In addition, each member would feel respected, appreciated, and included in the group hence effective ideas and perceptions would be voiced. The indirect method that would fix the conflict is appealing to their common goal (Wooten, n.d.). If he made the members realize that their careers would be in the line if they failed to meet the set timeline, everyone would be willing to shove aside their personal considerations to complete the common goal

Question 7

Task activities entail deeds of members and leaders in a team that results directly in the completion or execution of team tasks. Maintenance activity refers to an endeavor which supports social life and interrelationship between team members (Schermerhorn & Bachrach, 2016). A task activity takes place when members are optimistic and enthusiastic that a project will be completed since contrary to this would lack belief in the possibility breeds languidness in an endeavor. The members of the team should have prepared for the meeting. Maintenance activity was evident in Jon Mahonney’s assertion as he tries to tell the rest of the members that probably the company had seen their huge capability that is why they were included in the team. Disruptive behavior like what was exhibited by Denson as he disregards the complaints brought forth by the members (Mcreynolds, 2012). This kind of disruptive behavior should be avoided since one does not only fail to meet the group tasks but also some could resign entirely.

Question 8

The case of West Coast Transit shows that there are distinctive motivational plights faced by the different team members. Lea Jing motivational plight emanates from the fact that she is facing an imminent relocation to a high profile task. She does not see herself working to the completion of the project since she is in preparation for her new task and logically does not make any importance of starting a new project which she might be called by duty in the middle of it. Jim Mahonney and Tanney have motivational plights basing on compensation and remuneration on overtime and Tanney’s issue is further aggravated by her prioritized private life.

To address Jing, Denson should apply the acquired needs theory and tell her that her performance and achievements in the task at hand will further decorate her career as she progresses as the above would interest Jing. The hierarchy of needs described by Maslow would be applied to discern Tanney’s motivations. Denson should show her that she cares about her personal life and even permit her to take part in her counseling programs while exhorting her to undertake her duties. The positive reinforcement and setting goals can be applied by Denson to motivate Mahonney who has shown the willingness to undertake the task given even though with qualms on overtime remunerations. If Denson sets a goal and reinforces the importance of the project at hand to Mahonney that the success of the project would leverage better position in the company then Mahonney would be motivated.