Conflicts and solutions in the marketing executive board

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 getting the food, a show of lack of commitment among many members. 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.

Solutions

There are various proposed solutions to the conflicts that the E-Board faced, the first being outlining well defined vision for the team and the guide towards achieving the vision. Each department must be informed of the vision and defined goals so that they can all work in convergence towards the goals as opposed to cross-purpose approach among the various committee members. There also needs to be performance objectives that will make contributions to be focused. The reward of performance will also help make the performance of individuals identifiable and appreciated hence better success for the entire team. The tasks at hand need to be made to be interesting, involving and challenging at the same time, an aspect tat can only be met when the goals are clear. Further, there needs to be team contract where the expectations of the team are set at the very beginning, hence each individual will commence the meeting with definite direction (Thompson, Leigh., 2014a).

There is also need to have clear roles defined for the committees and the responsibilities they owe the organization spelt out and be informed that with the roles and responsibilities each committee is equally significant to the organization hence the determining factor should be the set out goal as indicated by the organization.

The management needs to put in place an elaborate and clear communication system that would inform each individual of the goals of the organization and the expected outcomes. This way no single individual will have the possibility of missing out on the centrality and importance of the organizational goals.

To ensure that each committee is on the right tract and still in line with the organizational goals, there is need to have regular monitoring and evaluation where the individual feedback of the committees are taken into account and the outcome gauged against the set out goals.

There is also need for the management to establish subordinate goals which are a subset of the main goals and helps in breaking down the main organizational goals to easily understandable concepts which every member of the team is able to not only understand but also act upon. Such breakdowns can help the team members not look at the task as the large complex task but in smaller units that are manageable, yet all leading to the supreme goal of the organization (Thompson, Leigh., 2014b).