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Team Study (Marketing E Board) Conflict & Solution
In any given collective approach to an activity, there are bound to be some form of conflict, either explicit or implicit, within the team. There is need to have mechanism to identify the conflicts before they significantly interfere with the team activities and also set up tangible ways to solve the conflicts in a manner that the involved parties will be satisfied. This paper is centered around identifying the conflicts that were emergent in the marketing executive board, the reason for the emergence of the conflicts and the possible solutions to these conflicts that will permanently bring an end to the inefficiencies cause by these conflicts.
Team analysis
The marketing society meets every Monday during common hour and this particular meeting was a special one which was an adversary workshop which was led by the director of new projects. The workshop assumes the structure of lectures but with a more informal approach. The marketing E-Board meets on Tuesday night and therein, the president, the vice president and the treasurer set the tone of the meeting.
Team performance
The meetings held weekly portrayed high levels of disunity and lack of cohesion in the team. There were many people who showed up for the meeting but not all stayed to the end with many leaving after...
There was also a low participation among the members and lack of connection among the members where members do not know each other by name, a fact that hampered the overall performance of the team. The communication among the members was not effective and the three top officials are the ones who had the final say on who joins the E-Board.
Conflicts in the team
The most significant conflict in the team is lack of a defined goal towards which all members of the team need to focus their energy and action towards. This was prominently displayed when each member focused more on their individual committees and what needed to be done to their way and not caring for the vison of the organization. There was lack of collective approach to issues and each representative spoke of what they personally did and not what the entire committee did. The lack of common unifying goal or unawareness of the same was seen in different individuals pointing out what they have individually achieved or what their individual departments and had achieved. It is paramount to note that some of the achievements were not directly related to the organizational goals that were set and hence had little bearing in the progression of the organization. There were also other members who had the feeling that their assignments…
References
Thompson, Leigh. (2014). Making the Team. Chapter 2: Performance and Productivity. Upper Saddle River, NJ: Pearson.
Thompson, Leigh. (2014). Making the Team. Chapter 3: Performance and Productivity. Upper Saddle River, NJ: Pearson
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