Management Fundamentals

Business

Quiz 12 :

Team Leadership

Quiz 12 :

Team Leadership

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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." The comment "let's take care of our employees who got us this far" when discussing laid-off employees indicates strong ______ as part of group process.
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( A)(B). Decision making and conflict resolution.
The comment "let's take care of our employees who got us this far" while discussing laid-off employees signify strong decision making and conflict resolution.
Decision-making:
The decision made to lay off employees is made by a person in authority as the CEO is the group leader. To mitigate the stress he announced the move through emails, blogs and Twitter. He made the following decisions for the laid-off employees:
• Staffers with less than two years of experience would be paid through the end of the year.
• Longer-tenured employees would get four weeks of salary for every year of service.
• Every employee would get six months of paid COBRA health coverage.
Conflict resolution:
The CEO has allowed the laid-off employees to maintain the 40 percent employee discount on Christmas when the departing employees requested. If he would not have agreed to this there would have been a conflict, union demands and bad media coverage.

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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." Encouraging managers and employees to spend 10-20 percent of their time with fellow team members outside the office is an example of merging
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(D). Task and command groups
Formal and informal groups
Encouraging managers and employees to spend 10-20 percent of their time with fellow team members outside the office is an example of merging task and command groups, and formal and informal groups.
The following groups are merged together by Zappos management to encourage teamwork:
• A task group consists of employees selected to work on specific objective. The task force is a temporary group formed for specific purpose. In Zappos management encourages to form a temporary group for managers and employees to spend time together so that they form a strong team.
• A command group consists of managers and employees they supervise. In Zappos the management has follows command group as there are managers and employee.
• Formal groups are created by an organization as a part of its formal structure. Zappos management place employees hired according to the formal structure.
• Informal groups are not created by organization as a part of the formal structure but they are created spontaneously when members join voluntarily because of similar interests.
• As Z management encourages managers and employees to spend time with fellow team members with a purpose to create better relationship among team members, hence it's an informal group.

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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." Teams at Zappos appear to be at the ______ stage of group development.
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Which part of the group performance model is the most important to high levels of performance? Why?
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Select any type of group (work, school, sports) you belong or have belonged to. Explain how each of the group's six group process components affects or did affect its performance
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Objective To determine appropriate leadership styles in group situations. Skills The primary skills developed through this exercise are: 1. Management skill - interpersonal 2. AACSB competency - analytic 3. Management function - leading Assess Your Preferred Leadership Style Following are 12 situations. Select the one alternative that most closely describes what you would do in each situation. Don't be concerned with trying to select the right answer; select the alternative you would really use. Circle a, b, c, or d. (Ignore the D ____ and the S ____ following each answer choice; these will be explained later.) 1. Your group works well together; members are cohesive and have positive norms. They maintain a fairly consistent level of production that is above the organizational average, as long as you continue to play a maintenance role. You have a new assignment for them. To accomplish it, you would: D ____ a. Explain what needs to be done and tell them how to do it. Oversee them while they perform the task. S ____ b. Tell the group how pleased you are with its past performance. Explain the new assignment, but let them decide how to accomplish it. Be available if they need help. S ____ c. Tell the group what needs to be done. Encourage them to give input on how to do the job. Oversee task performance. S ____ d. Explain to the group what needs to be done. S ____ 2. You have been promoted to a new supervisory position. The group you supervise appears to have little talent to do the job, but they do seem to care about the quality of the work they do. The last supervisor was fired because of the group's low productivity level. To increase productivity, you would: D ____ a. Let the group know you are aware of its low production level, but let them decide how to improve it. S ____ b. Spend most of your time overseeing group members as they perform their jobs. Train them as needed. S ____ c. Explain to the group that you would like to work together to improve productivity. Work together as a team. S ____ d. Tell the group how productivity can be improved. With their ideas, develop methods and make sure they are implemented. S ____ 3. Your department continues to be one of the top performers in the organization. The members work well as a team. In the past, you generally let them take care of the work on their own. You decide to: D ____ a. Go around encouraging group members on a regular basis. S ____ b. Define members' roles and spend more time overseeing performance. S ____ c. Continue things the way they are; leave them alone. S ____ d. Hold a meeting. Recommend ways to improve and get members' ideas as well. After agreeing on changes, oversee the group to make sure it implements the new ideas and does improve. S ____ 4. You have spent much of the past year training your employees. However, they do not need you to over see production as much as you used to. Several group members no longer get along as well as they did in the past. You've played referee lately. You: D ____ a. Have a group meeting to discuss ways to increase performance. Let the group decide what changes to make. Be supportive. S ____ b. Continue things the way they are now. Supervise them closely and be the referee when needed. S ____ c. Leave the group alone to work things out for themselves. S ____ d. Continue to supervise closely as needed, but spend more time playing a maintenance role; develop a team spirit. S ____ 5. Your department has been doing such a great job that it has increased in size. You are surprised at how fast the new members were integrated. The team continues to come up with ways to improve performance on its own. Because it has grown so large, the department will be moving to a larger location. You decide to: D ____ a. Design the new layout and present it to the group to see if the members can improve on it. S ____ b. Allow the group to design the new layout. S ____ c. Design the new layout and put a copy on the bulletin board so employees know where to report for work after the move. S ____ d. Hold a meeting to get employee ideas on the layout of the new location. After the meeting, think about their ideas and finalize the layout. S ____ 6. You are appointed to head a task group. Because of the death of a relative, you had to miss the first meeting. At the second meeting, the group seems to have developed objectives and some ground rules. Members have volunteered for assignments that have to be accomplished. You: D ____ a. Take over as a strong leader and change some ground rules and assignments. S ____ b. Review what has been done so far and keep things as they are. However, you take charge and provide clear direction from now on. S ____ c. Take over the leadership, but allow the group to make the decisions. Be supportive and encourage them. S ____ d. Given the group is doing so well, leave and do not attend any more meetings. S ____ 7. Your group was working at, or just below, standard. There has been a conflict within the group, and as a result, production is behind schedule. You: D ____ a. Tell the group how to resolve the conflict. Then closely supervise to make sure people do what you say and production increases. S ____ b. Let the group work it out. S ____ c. Hold a meeting to work as a team to come up with a solution. Encourage the group members to work together. S ____ d. Hold a meeting to present a way to resolve the conflict. Sell the members on its merits, ask for their input, and follow up. S ____ 8. Your organization allows flextime. Two of your employees have asked if they can change work hours. You are concerned because the busy work hours need adequate coverage. The department is very cohesive with positive norms. You decide to: D ____ a. Tell them things are going well; we'll keep things as they are now. S ____ b. Hold a department meeting to get everyone's input, then reschedule their hours. S ____ c. Hold a department meeting to get everyone's input; then reschedule their hours on a trial basis. Tell the group that if there is any drop in productivity, you will go back to the old schedule. S ____ d. Tell them to hold a department meeting. If the department agrees to have at least three people on the job during the busy hours, they can make changes, giving you a copy of the new schedule. S ____ 9. You have arrived ten minutes late for a department meeting. Your employees are discussing the latest assignment. This surprises you because, in the past, you had to provide clear direction and employees rarely would say anything. You: D ___ a. Take control immediately and provide your usual direction. S ____ b. Say nothing and just sit back. S ____ c. Encourage the group to continue but also provide direction. S ____ d. Thank the group for starting without you and encourage them to continue. Support their efforts. S ____ 10. Your department is consistently very productive. However, occasionally the members fool around and someone has an accident. There has never been a serious injury. You hear a noise and go to see what it was. From a distance you can see Sue sitting on the floor, laughing, with a ball made from company material in her hand. You: D ____ a. Say and do nothing. After all, she's OK, and the department is very productive; you don't want to make waves. S ____ b. Call the group together and ask for suggestions on how to keep accidents from recurring. Tell them you will be checking up on them to make sure the behavior does not continue. S ____ c. Call the group together and discuss the situation. Encourage them to be more careful in the future. S ____ d. Tell the group that's it; from now on you will be checking up on them regularly. Bring Sue to your office and discipline her. S ____ 11. You are at the first meeting of an ad hoc committee you are leading. Most of the members are secondand third-level managers from the marketing and financial areas; you are a supervisor from production. You decide to start by: D ____ a. Working on developing relationships. Get everyone to feel as though they know each other before you talk about business. S ____ b. Going over the group's purpose and the authority it has. Provide clear directives. S ____ c. Asking the group to define its purpose. Because most of the members are higher-level managers, let them provide the leadership. S ____ d. Providing both direction and encouragement. Give directives and thank people for their cooperation. S ____ 12. Your department has done a great job in the past. It is getting a new computer system. You have been trained to operate the computer, and you are expected to train your employees to operate it. To train them, you: D ____ a. Give the group instructions and work with people individually, providing direction and encouragement. S ____ b. Get the group together to decide how they want to be instructed. Be very supportive of their efforts to learn. S ____ c. Tell them it's a simple system. Give them a copy of the manual and have them study it on their own. S ____ d. Give the group instructions. Then go around and supervise their work closely, giving additional instructions as needed. S ____ Scoring To determine your preferred leadership style, follow these steps: 1. Circle the letter you selected for each situation. img 2. Add up the number of circled items per column. The column with the most circled items represents your preferred style. The more evenly distributed the numbers are among the four styles, the more flexible you are at leading groups. A total of 0 or 1 in any column may indicate a reluctance to use that style. Is your preferred leadership style the same as your preferred management style (Chapter 1)? Assigning Appropriate Leadership Styles to Group Situations Objectives To help you understand the stages of group development and to select the appropriate leadership styles for group situations. Preparation You should understand the stages of group development and have completed assessment of your leadership style. Step 1. Determine the level of development of the group in each of the 12 situations. Place the number (1, 2, 3, or 4) on the line marked D at the end of the situation. 1 = orientation stage 2 = dissatisfaction stage 3 = resolution stage 4 = production stage Step 2. Identify the leadership style described in each answer choice. Place the letter A, C, P, or E on the line marked S following each answer choice. A = autocratic C = consultative P = participative E = empowering Step 3. Now circle the letter of the answer choice that represents the leadership style that is most appropriate for the level of development for the group in each situation. See Model 12-1 for an illustration of the four levels of development and their leadership styles. Apply It What did I learn from this experience? How will I use this knowledge in the future? _________________________________________________________ _________________________________________________________ _________________________________________________________ Your instructor may ask you to do part of this Skill Builder in class as a group. You may be instructed, for example, to break into teams to assign stages of development and leadership styles to each situation, or you may be asked to discuss the reasons behind your stage and style decisions.
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Select any type of group (work, school, sports) you belong or have belonged to. Explain how each of the group's five structure components affects or did affect its performance
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Are most team leaders really capable of determining the stage of group development and using the appropriate leadership style for the situation? Why or why not?
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Objectives To use your experience to better understand what makes teams successful and to better contribute to team performance. Skills The primary skills developed through this exercise are: 1. Management skill - interpersonal 2. AACSB competency - analytic 3. Management function - leading Preparation Select the best and worst group (work, school, sports, club, etc.) of which you are/were a member and answer the following questions: 1. What was it about the best group that made you select it? Be sure to incorporate the chapter's discussion on groups and teams in your answer. _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ 2. What was it about the worst group that made you select it? Be sure to incorporate the chapter's discussion of teams and groups in your answer. _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ _____________________________________________________________ Best group factors: 1._____________________________________________________________ 2._____________________________________________________________ 3._____________________________________________________________ Worst group factors: 1._____________________________________________________________ 2._____________________________________________________________ 3._____________________________________________________________ Groups may share their answers with the class. Apply It What did I learn from this exercise? How will I use this knowledge in the future? _____________________________________________________________ _____________________________________________________________ Procedure In groups of 5-7, share your answers to the Preparation questions, and identify the three major factors making a group the best and worst.
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." In differentiating between a group and a team, ______ is the factor that creates true teamwork at Zappos.
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Note: This exercise is designed for class groups that have worked together for some time. (Five or more hours of prior work are recommended.) Objectives To gain a better understanding of group structure, process, and development and of meetings and how they affect group performance. Skills The primary skills developed through this exercise are: 1. Management skill - interpersonal 2. AACSB competency - analytic 3. Management function - leading Answer the following questions as they apply to your class group/team. 1. Using Exhibit 12-1, would you classify your members as a group or a team? Why? Group Structure 2. What type of group/team are you (formal/informal, functional/cross-functional, command/task)? 3. Assess the size of your group/team (too large, too small, ideal). 4. What is the group/team composition? 5. Is there a clear leader? If so, who is/are the leader[s]? 6. Does your group/team have clear objectives? 7. List some ways in which group structure could be improved to increase group performance. _____________________________________________________________________ _____________________________________________________________________ Group Process 8. List each group member, including yourself, and the major role(s) each plays. 1. _____________ 2. _____________ 3. _____________ 4. _____________ 5. _____________ 6. _____________ 9. Identify at least three group norms. Are they positive or negative? How does the group enforce them? 10. How cohesive is your group (very cohesive, moderately cohesive, minimally cohesive)? 11. List each group member, including yourself, in order of status. 1. _____________ 2. _____________ 3. _____________ 4. _____________ 5. _____________ 6. _____________ 12. How are decisions made in your group/team? 13. How is conflict resolved in your group/team? 14. List some ways in which group process could be improved to increase group performance. Group Development Stage 15. At what stage of development is your group/team? Explain. 16. List some ways in which your group/team can move to a higher level of development to increase group performance. _______________________________________________________________ _______________________________________________________________ Meetings 17. List some ways in which your meetings could be improved to increase group performance. _______________________________________________________ _______________________________________________________ 18. Does your group have any problem members? What can be done to make them more effective? _______________________________________________________ _______________________________________________________ Apply It What did I learn from this experience? How will I use this knowledge in the future? _______________________________________________________ _______________________________________________________ _______________________________________________________ Your instructor may ask you to continue this Skill Builder in class by discussing your answers to the questions with other members of your class group. You may also be asked to jointly make specific recommendations about ways in which your team can improve its performance.
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Based on your experience with meetings, and what you have read and heard from others, which part of planning a meeting is most lacking?
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." Global Virtual teams are vital to Zappos.
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Which lesson of the geese do you think is most lacking and needed in teams today? Why?
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." The CEO at Zappos created a fun place to work. The CEO's leadership style is part of the ______ of the group performance model.
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Is it really worth making a distinction between groups and teams? Why or why not?
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." Would the norms of Zappos match the norms of a typical company?
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The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions. Which type of group problem member is most annoying to you? Why? How can you better work with this type of group member in the future?
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." ________ is a critical organizational group context in creating high performance at Zappos
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If the shoe fits, wear it. If not, Zappos.com will gladly take it back at no cost to you. Zappos.com has become the #1 seller of shoes online (ahead of J.C. Penney) by emphasizing customer service. It stocks 3 million pairs of shoes, as well as handbags, apparel, and accessories, specializing in some 1,000 brands that are difficult to find in mainstream shopping malls. Through its Web site (and 7,000 affiliate partners), Zappos.com distributes stylish and moderately priced footwear to frustrated and shop-worn customers nationwide. The company was founded by its former chairman, Nick Swinmurn, following a botched mall-based shoe quest in 1999. It is now a subsidiary of Amazon.com. Zappos has a unique culture driven by its CEO, who leads his 1,500 perpetually chipper employees by broadcasting (through Twitter) all aspects of his life, business, and philosophy in 140 characters or less. Zappos is adored by employees, providing a model of how to manicure culture and treat staffers like adults, while simultaneously reassuring them that sometimes it's OK to behave like children. The HR team uses wacky and off-topic questions during the interview process to hire new employees. "How weird are you?" "What's your theme song?" What two people would you most like to invite to dinner?" Zappos tries to hire people who have positive attitudes and then places them in an environment in which creative thinking is rewarded and reinforced. Yet fastgrowing Zappos must use caution in order to maintain its special way of life. "One of the biggest enemies to culture is hyper-growth. You're trying to fill seats with warm bodies, and you end up making compromises." It is a blast for employees to work for a company that encourages growth and learning (throughadvancement courses), creates a fun and weird atmosphere (parades, pajama days, shaved heads, etc.), and delivers the "WOW" factor (offering free returns to customers, sending flowers to the customers, etc.). These values support management's philosophy of thinking outside the box and doing things (especially for customers) that no other shoe company would attempt to do. For example, front-line customer service representatives are trained to delight callers. Unlike most inbound telemarketers, they don't work from a script and are allowed to improvise. They're trained to encourage callers to order more than one size or color, because shipping is free in both directions, and to refer shoppers to competitors when a product is out of stock. Teamwork is critical to Zappos's performance, and to promote teamwork Zappos management encourages managers and employees to spend approximately 10-20 percent of their time with fellow team members outside the office. When with team members, one individual can give a colleague a $50 bonus for a job well done while at the same time promoting ideas to be shared among team members. A downturned economy in 2008 forced Zappos to lay off employees. The CEO wanted to get the news out fast to mitigate stress and announced the move in an e-mail, on his blog, and on Twitter. Laid-off employees with less than two years of service would be paid through the end of the year. Longer-tenured staffers would get four weeks for every year of service. Everyone would receive six months of paid COBRA health coverage. At the request of departing employees, Zappos also allowed them to maintain the 40 percent employee discount through Christmas. "The motivation was, let's take care of our employees who got us this far." Team decisions are typically made by
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