Coordination Process Loss Case Study

Tasks to be Accomplished The team leader must recognize that he/she is part of a Project Team (356). This style of team produces a one-time plan to improve the team’s objective. In order to avoid Coordination Process Loss (Teamwork 4), the team leader has to decide what the main purpose of the team is going to be. Coordination Process Loss is the loss of time due to organizing and coordinating team efforts. In this case, the number one goal is trying to become a customer centric company. The taskforce uncovered that the two foremost problems are the persistent failure to meet the company’s on time delivery goal and the recent decline in order accuracy. The task of the group is to develop an action plan to address these issues before the
The Chief Operating Officer, as leader of the CFWT, should send an agenda for the first meeting to everyone. It would be good to meet with each one of them individually before the meeting, to find out if they want to change anything in the agenda or to voice any other concerns they have; this will ensure a sense of procedural justice (212). Justice is defined as the “perceived fairness” of a leader’s decisions and decision-making processes, and managing that perception of fairness is integral to trust in a leader (205). Without trust, task performance can be negatively affected. The leader should ask the team members’ opinion for meeting processes as a means of enforcing
The leader of a team must make team task roles clear to it’s members. This consists of the part of the shared task they must accomplish to complete the team’s goal (366). That is the main part of a team member’s role, however the other part is dictated by social norms and what is expected of them (or what they perceive to be expected of them). One way a leader can do this is to use rewards and praise when a team member exhibits the role of team-builder, which involves improving the “team’s social climate” (366). Another important thing a leader should do is discuss negative behaviors and explain to the whole team why they are counterproductive (T3). The best way a leader can manage norms is to create a team contract (T3). The leadership style in doing so will be very formative of group norms. In this case, the leader should use a delegative style because this will allow him/her to more easily enforce the rules because the team members’ decided them. However, if he gives the members too much autonomy there could easily be disagreements, and possibly conflict. The leader of the CFWT should do this process in the very first meeting, when members will still be in the forming stage, and thus likely to be more polite