I see to it that, as much as possible, efforts are acknowledged because in my own experience it is hard to continue working and giving you 100% if you cannot see or appreciate were your efforts go.
2. Which of these boundary spanning behaviors were effective and which were ineffective? Why?
As noted above, there are studies that have investigated on such behaviors. Their result showed that boundary spanning behaviors give job satisfaction and organizational commitment from their workers and role conflicts have also been addressed.
A couldn't say ineffective, but the least effective boundary spanning behavior, I think focusing on further advertising the product. Not that this could not improve sales and gather more consumers, but what good can a well advertised product do if the personal service offered by my members is discouraging. Therefore, this behavior should just be an adjunct to the most effective boundary spanning behavior exerted for this group. And in my team's case, I think the best behavior that worked was the first mentioned, which was the regular meetings which discusses the strengths and weaknesses of the group.
During these meetings we open our eyes to mistakes made as an individual and as an organization. We also realized that this is a group effort and that we should work as a team. One side of it also was recognizing the positive things we did and realizing how these...
In turn, my members and I were encourage to do more and improve more as individual members of the group, that could then be reflected on how we improve as a group and how we improve the service that we're giving our consumers. Although, at times conflicts between members make these meetings more complicated, but with the right encouragement, these were eventually settled. Individual roles are important, most especially, each member's commitment to their subjective roles. I believe than, besides the good quality of our product, a very important key to success is the individual members of the team.
Reference:
Lance a. Bettencourt. Role Stressors and Customer-Oriented Boundary-Spanning Behaviors in Service Organizations, Journal of the Academy of Marketing Science, Vol. 31, No. 4, 394-408 (2003). http://jam.sagepub.com/cgi
Steven Lysonski and Arch G. Woodside. Boundary Role Spanning Behavior, Conflicts and Performance of Industrial Product Managers, Journal of Product Innovation Management Volume 6 Issue 3-Page 169-184, September 1989. http://www.blackwell-synergy.com
Janice H. Schopler PhD, et. al. Boundary Spanning and Group Leadership Functions the Third Dimension.
Social Work With Groups: a journal of community and clinical practice Volume: 18 Issue: 4-Page 3-17, 1995. http://www.haworthpress.com
