Appointing a senior manager will also solve the problem of members jockeying for position and for individual achievement within the team. This will occur because the senior manager will act as an observer of the team. Members will still view the team as an opportunity to show their individual ability and get themselves recognized as important contributors. However, with a senior manager observing the group, being an important part of the team will become a way of showing individual achievement. This will reduce the need for members to try to gain individual attention by trying to lead the team or trying to win their position. Instead, members will be able to gain individual attention by listening to others, contributing their ideas, supporting other members, and showing a general ability to contribute to a team. Overall, members will have a reason to become effective contributors to the group and will no longer need to become the leader of the group. This will allow the work group to operate effectively and focus on achieving team goals. Finally, a senior manager is recommended because they will have the ability to manage conflicts within the team and...
This ability is based on the senior manager being someone who team members will listen to and take direction from. The senior manager's position and authority also means that team members will accept the goals of the manager and take on those goals as their own. This means that the senior manager will be able to effectively manage conflict and provide the team with a unified direction.
In summary, it has been noted that the work group is not operating effectively and does not have the ability to manage the problems itself. For this reason, it is requested that a senior manager be appointed to lead the team. With this senior manager as the leader, the work group will be able to proceed through the storming stage, resolve its conflicts, achieve consensus, and begin to perform effectively.
References
Daft, R.L. (1999). Management. Fort Worth, TX: The Dryden Press.
Fisher, R., & Ury, W. (1999). Getting to yes. London: Random House.
Schermerhorn, J.R., Hunt, J.G., & Osborn, R.N. (2004). Organizational behavior. New York: John Wiley &…
