Point 2. Problem: A major problem in groups is members' viewpoints and discussion items are not heard. The member is not considered part of the group so they don't offer any items of contribution. Solution: To overcome these problems the group needs to look at the following points. 1. All members within the group are on the same playing field.
The chairperson is only for conducting the meeting and not the leader for the other members to report too. 2. Don't allow other members to become over bearing on others. 3.
Allow every member the opportunity to speak. Problem: The perception of problems might be different for different members. Within new groups you don't know what all the strengths and weaknesses of all the members might be as seen in Tuckman's forming stage Tuckman (1966). Solution: To overcome these problems the group needs to look at the following points.
1. Thru further discussions the problem might be easily solved by another members ability. 2. The group needs to meet socially to find out how the other members operate, think and operate.
The earlier we all have the information the easier to coordination, communication and understanding becomes. Problem: A major problem will be overcoming the difficulty of everyone's work commitments. Together with the range of job roles, the production of the assignments could be a problem. There will be work-related travel for most members so the importance on completing aspects of the assignment is paramount. Solution: To overcome these problems the group needs to look at the following points. 1.
A very structured timeline will need to be adhered too for the assignments, learning outcomes and more important to achieve high grades. 2. Open communications between members of what their movements might possibly include. Placing these details on the timeline will show everyone the time available for the meeting, analysis and construction of assignments. 3. An even distribution of work will occur over the three-team assignments so to coincide with work, family and university.
4. The aspects of the assignment will be distributed to member's strengths and technical ability. This allows others to learn how to achieve the results. Problem: Don't let the language barrier be placed between members. Our group has the advantage of working with an overseas student, an opportunity I missed in my last unit. The opportunity provides different problems not experienced when dealing with normal groups like communication, understanding and organisation.
The real problems begin in Tuckman's first and second stages because the initial stages are so important to the success of the project. Solution: To overcome these problems the group needs to look at the following points. 1. Ensure members are clear in their instructions and that all members understand the work that is to be undertaken. Our vision needs to be the same otherwise the work is not going to be completed. 2.
Our processes for communication need to be clear and understanding. 3. The organisation of the work needs to be done according to the timeline so the subsequent work is not impeded. Problem: We may have the problem that the meeting is inefficient. Solution: 1.
Being aware of having an agreement on the basic premises or norms before the discussion. (Bales, 1955) 2. Making sure that the group hierarchies is maintained well so that the meeting is under the control of leader. 3. A clear meeting agenda has been addressed before the meeting.
4. Delivering the feedback of each meeting to all the group members. Problem: The information and decision are not delivered to all the group members efficiently during the meeting. Solution: 1. A timetable is designed to making sure that the Monitor-Evaluator role will be undertaken in each meeting Week Tuesday Thursday 1, 3, 5, 7, 9, 11 Neil Create 2, 4, 6, 8, 10 Sharon Jing Shu Extraordinary meeting: Neil 2.
An Action List is designed to making sure that the required Monitor-Evaluator tasks have been done for each meeting Action Status (Finished, Processing) Taking minute for the meeting Providing feedback to the team at the end of the meeting based on the assigned tasks and decided roles E-mailing meeting minute to team members Updating the project schedule Saving both soft copy and hard copy of meeting minute Problem: If member does not attend enough meetings to be a productive group member Solution: All members must agree that attendance at all meeting in vital to the success of the group. This should be established at the first meeting. If any members cannot make meeting the group should be informed 24 hours before the meeting via EMAIL, SMS or phone. IF there are any issues with member attendance, this should be examined by the leader and discussed (Buchanan & Huczynski) If the offending group member continues to not attend enough meetings the leader can call an extraordinary meeting of the rest of the group to discuss the situation. A vote may be taken to decide on what to do. In extreme cases the group may elect to reject the member from the group.
If the decision is made to eject the member of the group - the group must reassign the member's jobs to other group members - any final decision will be made by the leader. Problem: If members do not do the work they are required to do Solution: All members must agree to do the work requested of them at the meeting - if they do not do the work without a reasoned excuse the group may decide to reject the member. If the offending member has a valid excuse and the group can work around the issue and the job is done, the offending member will be warned and encouraged to do the work requested and agreed of them. If the majority feel that a group member is not doing the job or is not attending, the rest of the group may decide to reject the offending member. The leader would ask for suggestions from the other group members on what course of action should be taken.
The required action would be requested of the offending group member - a date to see a change in work practice would be agreed on and the group member should. This should be incentive enough to maintain group member performance. If the offending group member continues to not to do the work required, the leader can call an extraordinary meeting of the rest of the group to discuss the situation. A vote may be taken to decide on what to do.
(Robbins, Millett, Cacioppe & Waters-Marsh) In extreme cases the group may elect to reject the member from the group. If the decision is made to eject the member of the group - the group must reassign the member's jobs to other group members - any final decision will be made by the leader. Problem: Team members having personal conflict Solution: Make sure team does Bel bins team test and confirm roles before start. Ascertain what roles are missing and get agreement on who does what. Although conflict can act as a force to increase performance (Robbins, Millett, Cacioppe & Waters-Marsh) the conflict we are referring to is best described as a personality conflict.
Personality conflicts can be dealt with initially by the offending group members showing emotional intelligence (Dru skat & Wolf) and understanding - defusing tense situations using techniques such as compromise, humour and smoothing can be used. When situations that cannot be resolved amicably arise, the leader may be asked to intervene to provide solutions. These solutions can include discussing the situation with the offending members and using conflict management techniques resolve the issues. ? ? ? Cite from White, ' teaming with talent', 1999 " For team leaders it is all about motivating and sustaining the group effort, and about setting goals" The plant: counted on to contribute something original The resource instigator: makes contacts outside the group or firm The coordinator: get people to agree on priorities The shaper: press for action to make sure that the meeting does not lose sight of the main objective The monitor evaluator: analyzing situations and weighing up al the possible choices The team worker: work well with a very wide range of people The implementer: bring an organized approach to the demands of the job The completer: be relied upon to finish any ask he / she undertake The specialist: : supply their knowledge and experience to the team.