Answer To: 1 ORGB 601: Human Interfaces XXXXXXXXXXWinter: 2 XXXXXXXXXXDr Hiran Roy Team Project Assignment:...
Dr. Vidhya answered on Mar 07 2021
ORG 601: HUMAN INTERFACES 1
ORG 601: HUMAN INTERFACES 2
TEAM PROJECT ASSIGNMENT: DESIGNING EFFECTIVE TEAMS
COURSE: ORGB 601: HUMAN INTERFACES
Table of Contents
Abstract 3
Introduction 4
The Problem 4
Root Causes of Conflicts and Team Management 6
The Problem of Work Life Balance 7
Issues with Commissioning Team 7
Absence of Leadership: Launching of Teams 8
Recommendations 8
Implementation of the Recommendations 10
Conclusion 11
References 13
Abstract
The management of the conflicts in teams is one of the vital points that organizations must address to survive in the modern complicated business environment. The following is an analysis of the provided case study of Fiberhome, the company that deals in telecommunication, however, the recent KPI shows drastic downfall in the overall organizational performances due to teams lacking coordination.
Introduction
Team management is one of the major components of organizational behavior. In fact, to achieve the successful accomplishment of the tasks and projects, there is always need for having team structures across entire organization that is fluidic and dynamic in performance. The efficacy of any company is tested over how teams existing within various departments in are organized well and how they provide the best outputs desired from them. In the ever-changing modern business world, team management is perceived as a professional art, which has many dimensions (McKibben, 2017). They include understanding the potential of each team member, resolving conflict, maintaining good flow of communication throughout the team as well as providing constructive feedbacks with a view to improve the performance of the team members in future. The following paper reviews existing problems in Fiberhome, the telecommunication company, which are current finding issues with its pre-scale and after-scale team performances.
The Problem
At first, it is important to overview the issues that are surging up in the teams’ performances existing in the organizational system of Fiberhome. The company mainly operates in telecommunication, setting up the infrastructure of the clients at national and international level as well as addressing their telecommunication-based issues in the best professional manner.
When the company takes up the project, there are two distinctive phases of it; the pre-scale team examines the overall course of requirement that the project needs and at the same time, this team coordinates with the client so that the client is well informed about how the project will be processed. The role of the pre-scale team is to analyze the entire procedure at tentative level and collect all related information to the project. Then, the team delivers the same set of information to client to obtain prior approval (Calvin & Igu, 2019).
The role of the after-scale team initiates once this approval on behalf of the client is taken. It develops the project, as per the initial assessment of the project done by the pre-scale team. However, there is a provision during the commissioning of the project; the pre-scale team is allowed to take two members, mostly the experienced professionals, from the after-scale team to make sure that the assessment of the project is done correctly.
The motto of work for Fiberhome, therefore, is to get the precise amount of information. However, the recent KPI score of the company has been marked as the lowest in the past six months of 2020 and it is due to the conflicting situations between the pre-scale team members and the after-scale team members. To elaborate, there are two distinctive divisions in the commissioning team; the number of members is six overall out of which, two are experienced engineers while the four are newly hired professionals.
There is a lack of coordination between the team members, affecting the course of projects and ultimately, clients complain of poor quality projects delivered to them. The commissioning team has to address the concerns related to the project teams because of the several angles of complaints received (Prasad & Junni, 2017). For example, the experienced members complain that they are overloaded with work and all the time, they are given unexpected work conditions. The newly hired professionals do not get enough opportunities to learn and thus, their criterion of knowledge is kept restrained.
In the light of the above facts, Fiberhome is currently suffering from the loss of customers. The projects delivered to the clients are of not that expected quality or up to the degree of assessment made by the pre-scale teams. At the same time, the problems emerge in the form of conflicts between the team members. There is lack of communication between all members at all levels, which leaves gaps in the project delivery system.
Root Causes of Conflicts and Team Management
Based on the overview presented above, the problems that emerge in the organizational team management system of Fiberhome need formal analysis and specific recommendations thereafter. At first, it is important to note here that the conflicts in the teams are some of the common issues, which ultimately affect the course of team’s performances.
At individual team level, there are two dimensions of the conflicts, which can be seen at Fiberhome project delivery system. The formation of the after-scale team consists six members out of which, two are skilled in their tasks while the rest four are newly hired ones. The problem lies in the core of the team integration (Rezvani et al., 2019).
There is lack of coordination among the team members because the newly hired professionals do not...