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Wednesday, November 26, 2014

TEAMWORK | Case Study

Marcos Martinez has just been appointed manager of a production team operating the 11 pm to 7 am shift in a large manufacturing firm. An experienced manager, Marcos is pleased that the team members really like and get along well with one another, but they also appear to be restricting their task outputs to the minimum acceptable levels. What could Marcos do to improve things in this situation, and why should he do them?

2 comments:

  1. Marcos is faced with a highly cohesive group whose members conform to a negative, or low-performance norm.

    This is a difficult situation that is ideally resolved by changing the performance norm. In order to gain the group's commitment to a high-performance norm, Marcos should act as a positive role model for the norm.

    He must communicate the norm clearly and positively to the group and should not assume that everyone knows what he expects of them.

    He may also talk to the informal leader and gain his or her commitment to the norm.

    He might carefully reward high-performance behaviors within the group and may introduce new members with high-performance records and commitments.

    And he might hold group meetings in which performance standards and expectations are discussed, with an emphasis on committing to new high-performance directions.

    If his attempts to introduce a high-performance norm fail, Marcos may have to take steps to reduce group cohesiveness so that individual members can pursue higher-performance results without feeling bound by group pressures to restrict their performance.

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