A631.4.4.RB_SteveneEric

·         What do you see as some of the major benefits and drawbacks of self-managed teams?

·         Would you like to work within such a team?

·         What competencies would you need to develop to be an effective external manager of a self-managed work team?

I view the major benefits of the self-managed teams to one where each of the members of the team takes personal responsibility in the success of the team. The self-managed team has a vested interest in how well the team performs. The self-managed work teams can have some very close working relationships. Another major benefit from the work team is that flexibility the team has in making decisions that they may feel is critical at a certain juncture. This will allow the team to change rather quickly and not have to gain permission that can come too late for the change required.

Some of the major drawbacks that I see with self-managed teams is the idea that some of the team members may not feel that their ideas or considerations are being taken seriously. The team could have some in fighting which could affect the cohesion of the team and cause a disruption of the flow of work. The absence of a leader inside the team can also have some draw backs in the sense that the team may begin to shift focus and travel in an unattended direction which could cause more harm than good.

I believe that I would enjoy the idea of working in a self-managed team for the basis that I would be able to openly express certain ideas without the concern of going against the grain with managers. The thought of working with the team to accomplish a certain goal with many different ideas that can be bounced around is a great thought. The self-managed team can allow each of the members of the team to openly explore possible suggestions or ideas that may not be open under the traditional role of the organization. I agree that direction guidance should be implemented in any team but only at crucial times in the teams work.

The first competency that I feel a good external need to learn is patience. A good external leader needs to learn to sit back and allow the team to attempt to work out the minor issues. The leader should know when to step in and do so in a manner that is not abrasive which could cause conflicts between the leader and the team. The team can become opposed to any and all ideas that may be presented regardless of how valid the idea may be. This can be done out of spite. The leader also needs to learn when to back off of an idea even when they think they are right. The teams ideas may achieve the same result but take a different route to achieve these goals.   

A631.3.4.RB_StevensEric

On page 321 of your Brown textbook, you will find a passage called Feedback and Goals Improve Performance. Review the section and also search the Hunt Library for 3-5 additional resources on how feedback and goals relate to performance. You don't have to cite all of the resources as some may not relate to your reflection. As you are completing this exercise, refer to A631.3.5.CM.  In a well-written blog, describe your understanding of the importance of feedback and goals to performance. What are your thoughts regarding Brown's contention that there are generational differences in the amount of feedback desired by employees? How much feedback do you generally give and receive? Have you found that for you personally, having specific goals and receiving targeted feedback has led to more engagement, higher performance, or any other benefits (or drawbacks)? What are the implications of your reflection?

I looked at the passage in the Brown textbook and I immediately understood the information provided by Brown. I come from the Generation X which I was born in 1975. I can relate to the passage since I do not require frequent feedback from my supervisors. I am under the belief speaking from a personal note that I am satisfied with my own performance since I believe that I do the best job I can for my organization. However I will review the material provided in the Hunt library and see what other researchers may have found and what may be their findings.

I found an article addressing generational concerns in the workplace which broke down th differences in the workforce. The article addresses how managers can handle each of these generations successfully and they explain how each of these generations feels they should be addressed in the workplace. The author explains that conflict can develop between the generations since the veterans, and baby boomers can be at odds with the Gen X workforce. The conflict will definitely be observed with the Gen Y workforce who do not adapt to change very well. (http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/915973287) Hunt Library.

The next article that I researched addressed a problem that was identified by a councilwoman who said that she was disturbed at the difference between the seniors of the community versus the youth which she stated was the teens through the 30's in the city. The councilwoman wanted to bring in the Gen X and Y citizens to help run the government. The councilwoman thinks that involving the younger generations that it will ensure the survival of the community since the older generation are now making way for the future leaders of the community. (http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/394957693)

I think that i do have some concerns with the Generation Y in the regards that not everybody can be the leader. The ideal that you have to be the one to come up with the only idea can be disasterous. You do need leaders in the future but you will also need followers who will accept the decisions of their superiors and at times without question.

A631.2.5.RB_StevensEric

                                                               A631.2.5.RB_StevensEric

Once you have completed and turned in A631.2.4.LT, consider the process that you and your team went through in completing the Learning Team Charter. In a well-written reflection blog, answer the following questions:

1. What behaviors seemed to help your team successfully complete its task?
2. What factors inhibited decision-making or problem-solving?
3. How much time was spent on decision-making and problem-solving?
4. How was information shared among team members?
5. How did issues of authority or power affect the team?
6. How did collaboration and competition influence the outcome?
7. Did team members make process interventions?

When we were developing the team charter I noticed several different personalities emerge from this simple process. One person immediately stated that they were willing to submit the charter even after the first day. I then observed another competing almost reassuring personality where they would step up to the plate if needed. I then observed the easy going and kind of going with the flow personality who was there and wanted the rest of the team to know they were there for the ride. I then noticed a personality where they were late to the ball game and wanted to reassure the rest of the team that they would contribute but unfortunately they were not able to right now but will in the future.

I do not believe we experienced too many inhibitors during the team charter. The entire team took a stance that as long as the charter was submitted the team was happy. I think several days were spent overall deciding who was going to submit the charter but only after consultation. The information was shared via a group discussion board which I feel turned out well.  I don’t think issues of authority or power affect had much of an impact from the team. We agreed in the beginning that one individual would submit the charter and the rest of the team agreed without much objective on the method on how to proceed.

Collaboration played a huge role in the decision making process of the team. The team decided to get the job done through cooperation.  I did not see very much competition that influenced the outcome of this project. Each of the team members contributed in the process and ensured that this idea worked. The team pulled together to make the charter a success by actively engaging in their part of the project. Yes each team member did make process interventions during this portion of the course. Each team member gave individual input to succeed in the project.

A631.1.5.RB_StevensEric

                                                                           A631.1.5.RB_Stevens

1. Do you see value in the EcoSeagate team development process?
2. Why would something like this be necessary in a high-performing organization?
3. Could your organization benefit from a similar activity?

When I first viewed the video I saw that many of the participants in the video appeared to be having a difficult time with the program. The video started out with the introduction of what the issues were and the goals of the program in EcoSeagate.

I do see the value of this unique program because if forces the ideal of teamwork in the groups.  Without successful teamwork the individual teams would not be able to pass the tasks assigned to them.  These tasks were set up with team work in mind and the only way to pass each of these tasks is to depend on the other team members to do their part.  These tasks show individuals who may not have known each prior to this event that with cooperation the tasks can be completed successfully.

I think it is necessary because it allows each of these individuals to see that they are capable of accomplishing a task with complete strangers. I think this is beneficial also to show some people that without team work their ideas cannot succeed. It may also show others to relinquish the control when another with better skills can step up and help the team guide it way to success. This will allow many different scenarios where each of the team members  to contribute in each of their own way and become an important member of the team.

I really believe that my organization can benefit from such an event where you bring strangers together and focus on a common goal. By doing this you do take yourself and others out of a comfort zone where they may have been the big dog back at the office or in the field. You have in essence created an equal playing ground where nobody has a clear advantage at the beginning.  This will allow individuals who may not have been the star in the office to shine. These individuals may now have the best idea on how to accomplish the mission or task successfully. I really feel this is a great exercise in team building and the benefits that the organization has after this event can be astounding. I think that the company as a whole will have employees who have a new self-actualization that they do have the potential to make a difference and give something back to the organization.

A630.9.4.RB_StevensEric

When I viewed the video and I looked at Eric Schmidt’s approach to hiring and recruiting I was confused at the beginning when he talked about what they were looking for in potential employees of the company. His approach to the recruiting and hiring practice was strange in the fact that he was implying that the employees should be hired on strictly the basis of interpersonal skills with other workers. I agree in his analogy that you shouldn’t hire friends because this could lead to the problem that the new employee could be viewed as a favorite of the boss. I do like the culture of Google where the employees have been empowered to make decisions on what direction the company should go in and how the company should operate. This allows the employees feel important and have stock in the company and the direction the company will go in based upon their actions.

In my workplace this is not the manner in which they conduct themselves. My company is structured in a Para-military style of organization and the opportunities to openly express how the company should proceed are only allowed by the command staff through the chain of command. The Sheriff has the ultimate say so on what is allowed as far as changes to the organization. I feel this is a huge difference between public sector employees and private sector employees. Do I feel that some elements of this practice could be incorporated in the public sector and the answer would be yes. I feel that the Sheriff should allow recommendations from the line officers on a regular basis because he would be kept up to date with current policing tactics.

As a leader I feel that courage is a huge part of the process because if you lack the courage to stand up and say that the direction the company is heading in is the wrong one than without this leadership I feel that the organization as a whole could be compared to a large ship floating without any power or direction. This would be a issue where you would be guided by the environment and you could not change course or direction to lead your organization.

This type of approach could backfire because the employees could feel that they can dictate what the company will do and how they will do it based upon popularity not by fiscal or market sense.

I take away the knowledge of hiring the right personnel is important for your organization and having the right people in place to guide the company in the right direction. I also can take away that a strong leader is important and that without a guide or captain of the ship the ship will eventually run aground and lay dead in the water. It is very important that your employees feel empowered and feel vested in the organization and help achieve the goals of the organization.

A630.8.4.RB_StevensEric

When I first viewed the questions that were attached to this exercise I was thinking there is no way that MBA students could be outdone by kindergarteners. But once I listened to the reasoning and the data of the experiment I quickly had the idea that this makes perfect sense. The MBA students were jockeying for the role of leader. The alpha is a title that people with type A personalities achieve to obtain. The type A personality seems to have a hard time sharing in the leadership role with others freely and they tend to come up with great ideas but when that idea is challenged they can become agitated that their idea is challenged.

I feel that kids have not learned the bad habits that adults have in trying to outshine each other. Kids like to have friends and peers that want to play together. The idea of being isolated from friends does not normally go over very well with the kids. The team model of children is not a hope but often is a reality. Kids strive to work together to accomplish a common task. The idea of problem solving and making the ideas work is very exciting to the kids.

In the idea where CEO’s with executive assistants perform better than CEO’s alone is the executive assistants are the doers. These assistants often are the ones that make the company work and the CEO’s just provide direction. I have always understood that the workers of the company are the ones that make or break the company on the basis that a CEO can say this is what we need to get the mission of the company accomplished but it is the workers, executive assistants that actually get the job done.  When you have a lot of chief’s and no Indians the problem of job completion or task completion will come up. The CEO’s will look for others to get the work don and when they have to do the work themselves they may have a problem is actually agreeing on how to start.

I would love to break the groups up and have them problem solve the issue given to them. I would then repeat the same exercise with different team members. I would then present a new task and start in reverse order  where I have the stranger groups work together and then back to their original groups and complete the task. I would than sit down with the group as a whole and allow them to see the results of each exercise.

The idea of working together as a team and not jockeying on the idea on who is going lead the team. I have come to realize that working together for the common goal of the mission is a very important concept and I will apply this to my career. Coming from a para military career I think that if the command structure was downsized the efficiency of the agency as a whole would be greatly improved and the mission statement would be closer to being fulfilled.

A630.7.4.RB_StevensEric

When I first heard that statement from CEO Bonsignore I was surprised at the candor he presented in talking about the organizational change he would be implementing in the company. I felt that he had adopted an attitude that it was his way or the highway. I understand that as a CEO you have to at many times take an approach of the authoritative manager model or you run the risk of losing control of the company. With Honeywell the company did not appear to be in a crisis of employee morale but I can see many employees becoming disgruntled after such a remark. The idea of managing through fear and intimidation came to mind rather quickly. I do however feel that the company will succeed in the end and become a very successful in the future because of the change.

Some of the barriers that I can immediately see from the merger of the companies is from internal resentment. I can say that the CEO’s position is clear and his intentions are clear on where he wants to take the company. The culture of the company is being altered at an extremely fast rate and the chances for success have declined because of this rapid change. I can also see investors of the company being skeptical in the direction the company is moving because of the lack of profits the company is providing. The CEO has an uphill battle to win the support and trust of the shareholders.

I believe that first and foremost that Honeywell should focus on the employee’s acceptance of this change in their culture before trying to move to the next step. The OD personnel should build that trust with the client base on the employee level before implementing major changes to reduce the resistance. I am aware that you will have resistance in any company when you try to make rapid changes but I believe it is very important that the CEO is walking along with each step of the process and explaining why they are changing.

I can take away the reasoning of why things change and the need to do so. In my line of business the need for change is great but the methods often employed by the upper management are often not explained and the resistance is high. I can appreciate the methods used by both of the CEO’s presented in this segment of the module and see the distinct differences in their leadership styles and the similarities on how they manage. I have always been a firm believer in the saying that a happy employee will usually accept change better than an employee who is looking for a reason to complain. I do however understand when the need to negotiate the change and force the change is required based upon the needs of the company at that time are presented. The lesson of the video is that sometimes different tactics are needed when the organization as a whole must adapt quickly in order for that organization to survive.