Groups and Teams

All groups are not teams, yet all teams are groups. Therefore, distinguishing between teams and groups involves identified characteristics of the teams and groups. In addition, within teams and groups, it’s important to reduce social loafing to help members achieve organizational goals.

The goal of this exercise is to demonstrate your ability to identify the difference between groups and teams as well as key contributors to organizational effectiveness at Elizabeth’s retail business. You will also show understanding of how managers can motivate group members to achieve organizational goals and reduce social loafing in group and teams.

Read the following case and answer the quest that follow.

Elizabeth McKay is the CEO of her retail business, a medium-sized company in a local community of less than 50,000 residents. She has been in business for over 20 years and has managed and grown her business from one manager to three vice presidents (VPs) and 300 employees.

Kent Linn, business department’s VP, supervises John Chely, accountant; Katie Meyer, assistant accountant; and Judy Shirecome, administrative assistant.

Jennifer Lathrop, customer service department’s VP, supervises Kelly Clapton, customer service manager; Mary Nickolaou, assistant customer service manager; and Evan Dunn, administrative assistant.

Robert Pagonez, operations VP, supervises Rachel John, operations manager; Emily Kolahi, assistant operations manager; and Evangalia Laurens, administrative assistant.

Ms. McKay’s concern is in regards to complaints received from customers indicating the following issues:

Incorrect billing statements

Incorrect products being shipped

Lack of timely response to customers’ complaints

Ms. McKay created a business initiative where the vice presidents met to discuss possible responses to the issues. They determined that an increase in responsiveness to customers, an increase in innovation, and an increase in employee’s satisfaction will resolve the immediate problems. Therefore, a subcommittee was formed where all employees from each department met to determine an action plan to fulfill the CEO’s initiative. Employees from each department were considered a team as they worked together to meet departmental goals and organizational objectives. However, the group that was formed to outline action plans to achieve the initiative included all nine employees from all three departments. This group of nine worked together for six months to achieve the action plans to fulfill the initiative.

During the six months of work, resolution was achieved. John Chely, Katie Meyer, and Rachel Johns agreed that creating a new technology program would ensure that the billing statements would be correct with a 99 percent success rate. Judy Shirecome reported that she will create the program and share with all employees within 30 days.

Kelly Clapton, Mary Nickolaou, Rachel Johns, and Emily Kolahi agreed that closer supervision needs to occur in the operations division with a “double-check” idea to ensure correct products are being shipped, every time. During some of this discussion, it was noted that Rachel Johns was clearly distant in her interactions with the group. She consistently used her phone during meetings and would not offer ideas for resolution. However, after one month of this type of behavior, Kelly, Mary, and Emily asked Rachel to retrieve documentation from her department regarding the process in which products were being shipped. Rachel brought all departmental reports to the next meeting and also submitted an Excel spreadsheet showing how individual packages were being shipped.

Judy Shirecome, Evan Dunn, and Evangalia Laurens agreed that responses to customer complaints occurred through the operations and customer service departments. Some of the problems with this particular issue is lack of motivation among workers to respond quickly to the numerous complaints. While this will be resolved somewhat with the new technology program and closer supervision within the operations division, it will only solve the problem with fewer complaints in the future. Responding to customers more effectively or more immediately will occur when overall employee satisfaction is supported. Therefore, Judy, Evan and Evangalia decided that a timely response to customer complaints should be implemented. When employees respond within 24 hours to a complaint, the new technology system will tally these responses and employees with the highest number of timely responses in a month will receive a $200 check and recognition.

The entire team agreed that these resolutions will allow the company to thrive. In addition, an employee satisfaction survey will be issued yearly to keep track of employee concerns with a team in place to review the survey data and report recommended solutions to the CEO.

QUESTION:

1. When the vice presidents from Elizabeth McKay’s retail business met to discuss possible solutions to the customers’ complaints, the meeting attendees were considered a(n)

A. top management team.

B. group.

C. interest group.

D. command group.

E. task force.

2. John Chely, Katie Meyer, and Judy Shirecome all work within the business department and are considered a(n)

A. group.

B. top management team.

C. interest group.

D. command group.

E. task force.

3. How did the team increase organizational effectiveness through innovation?

A. It created a new technology program that ensured billing statements were correct at a 99 percent rate.

B. It recommended that closer supervision needed to occur in the operations department.

C. It obtained documentation from the operations department regarding the process in which products are shipped.

D. It responded to customers more effectively or more immediately.

E. It improved overall employee satisfaction.

4. How did the team reduce social loafing by Rachel Johns?

A. It made Rachel’s individual contributions to the group identifiable.

B. It directed Rachel to lead the team to effective solutions.

C. It emphasized Rachel’s valuable contribution.

D. It kept the team at an appropriate level.

E. It asked Rachel to lead the next team.

5. How did the business motivate workers to achieve organizational goals?

A. Employees with the highest number of timely responses in a month will receive a $200 check and recognition

B. There will be closer supervision in the operations division with a “double-check” idea to ensure correct products are being shipped, every time.

C. It created a new technology program that would ensure billing statements would be correct with a 99 percent success rate.

D. It issued a yearly employee satisfaction survey.

E. Rachel was asked to retrieve documentation from her department regarding the process in which products are shipped.