responses for 3 easy in two or three sentence for each one please

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responses for 3 easy in two or three sentence for each one please


How well is the IntensCare Product Development team performing?

The team has performed poorly thus far. There have been steps taken toward finalizing a design and completing respective team member objectives, however, the team fails to perform as a team. Problems remain unsolved as team members perceive each other as uncooperative. The same internal conflict prevents the team from deciding on a modular or non-modular design. As more time goes by, the members move further apart.

How much teamwork do you think there was prior to the formal introduction of teams?

The description of MediSys’s historical approach to development reveals teamwork within the specific staff areas. Before the implementation of teams consisting of members from each area of development, the areas were grouped together and focused only on their respective responsibilities. Research and development cooperated in coming up with new product ideas, then passed these ideas to leadership. Leadership decided on potential new products and turned work over to marketing, where the marketing team put together product descriptions. This system moved from there on to engineering and software design, and ended at the production group. While this may have led to results from each group, these teams rarely looked at the big picture. This meant the individual teams tended to look at the solutions best-suited for their respective departments instead of the project. At the department level there was teamwork, but at the big picture project level, collaboration was nonexistent.

What forces are affecting the IntensCare team’s behavior, culture, and outcome?

Goals set by upper management and team member motivations have had effects on the team’s behavior, culture, and outcome. The greatest challenge the team faced at the outset of the project was the deadline. Most team members would argue the deadline is an unrealistic goal and a demotivating challenge rather than a motivating challenge. Each team member entrenched themselves in their respective responsibilities to complete the project. The culture of the team is one of pointing out what other team members do wrong or how members’ behaviors make it difficult to come together as a team. As a result, the team has become fractured with not enough collaborative power to address the problems they face in time to produce a quality product before the deadline.

Are people motivated to do all that they can to work together? Why not? (Hint: please use motivation theories form Module 4 to answer this question)

To begin, team members should have higher needs for affiliation under McClelland’s achievement motivations. Valerie and Karen express high needs for achievement and power. Both want to perform their jobs well and facilitate the production of a quality product. They also feel the need to control other team members, however, their absence of need for affiliation causes their need for power to have a negative impact on the team. Karen expresses frustrations over Dipesh and Valerie as new team members who she feels do not listen to her concerns. Valerie’s desire to micromanage without properly checking her emotions isolates her from other group members as no one wants to approach her with problems. This need to control the situation may stem from a perception of inequity within the team. Valerie and Karen believe certain team members are not performing at the proper level, and they feel they need to do more as a result. This growing animosity has distorted group members’ perceptions of others, which is only increased with the group’s poor communication. For this group to salvage the progress they have made and the time they have left, they must become interested in working with one another. Doing so should bring balance to group member’s needs.

How is information exchanged and received?

Jack implemented periodical meetings between team members but these come off as more of formalities than productive discussions. Other information is exchanged in person between a couple group members. Sometimes members send correspondence with one another through e-mail or text message. There is little productive action taken when problems surface as the group members involved in the sources of the issues are often left out of the discussion.

How do team members from different functions coordinate their efforts?

Team members tend to stick to themselves without actively seeking input from other members. There were a few failed attempts at collaboration. Dipesh sent a joint message to all team members detailing his concerns regarding delays with his development, however, there was no follow-up from any group member to discuss alternatives and solutions. Bret contacted Jack about engineering challenges, but both men worried about opening the problem to the whole team out of fear of how Valerie would react. Bret and Valerie also clash over whether the product’s design should be modular or not modular. Overall, there is a lack of coordination between group members.

How are team members evaluated?

There appears to be a lack of formal team member evaluations. Most of the evaluations come in the form of frustrated correspondences between team members about other members, and in personal statements. Members voice their concerns over the effectiveness of other members’ performances, and how some members have become hindrances to progress.



How well is the IntensCare Product Development Team performing?

The IntenseCare Product development team performance is dissatisfying which resulted from the lack of communication between the team members, their conflicts and different perceptions. In addition, the team lack of professionalism lead them to act individually and each one of the team started to work on his own agenda and personal goals.

How much teamwork do you think there was prior to the formal introduction of teams?

I think there was a huge gap between the team members because there was an absence of the teamwork concept. And after the team was formed, they had a weekly meeting but it did not enhance and foster their relationship as a team members.

What forces are affecting the IntensCare team’s behavior, culture, and outcome?

  • Perceptions among each other --> Affected their Behavior
  • Threat of competitors --> Affected the overall Culture
  • Aggressive deadline, decision making structure, personal goals and climate of trust --> Affected the overall Outcomes.

Are people motivated to do all that they can to work together? Why not? (Hint: please use motivation theories from Module 4 to answer this question)

Goal Setting Theory This theory states that goal setting is fundamentally related to employees’ performance. Therefore, it suggests that specific and challenging goals along with appropriate feedback lead to higher and effective task performance. Based on the goal setting theory, the absence of feedback from the upper management regarding the team work progress lead to employees’ dissatisfaction and demotivation. Moreover, the lack of feedback is directly linked to a lack of rewards, which lead us to the second theory.

Expectancy Theory Motivation= Expectancy X Instrumentality X Valence

This theory states that employee’s motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). Based on this and according to the case, O’Brien motivation for example was negatively affected.

Need for Achievement refers to an individual's desire for significant accomplishment, mastering of skills, control, or high standards. According the MediSys team members, Merz as an example of such theory as her biggest role was to control the team members and the overall project.

How is information exchanged and received?

Art Beaumont introduced cross functional team design and a new parallel system at MediSys in which a core team of people assembled from all the critical functions; R&D, Marketing& Sales, Product Engineering, Software design, Regulatory and Production. Implementing the new system main purpose was to facilitate information exchange and to enhance problem solving. Nevertheless, in fact, Beaumont did not consider that people differ in their goals and their ability to work in teams, in addition, parallel development requires new ways of thinking and behaving and it is something hard to achieve in an aggressive timeline, it also did not alter the way reporting and evaluation occurred.

How are team members evaluated?

The upper management in any organization should set evaluation standards regarding the task performance and completion. In MediSys, the lack of defined standards lead each team member to focus on his personal gain rather than the team as a whole.



The Team Effectiveness Model


Adequate Resources

  • The team was provided an aggressive deadline
  • O'Brien was short staffed and only could have his staff work on the project part-time.

Leadership and Structure

  • the leader of the team did not empower the team by delegating roles to the team nor did he play the facilitator. Because there was no facilitator the team worked against one another.

Climate of Trust

  • The members on the team did not trust in each other to get the project complete. Each of them felt that it was their individual responsibility to get the just done on their own. The team doesn’t believe in the ability of the leader. Some team members felt that they needed to monitor each other’s’ behavior in order to get the job done.

Performance Evaluation and Reward Systems

  • Some team member felt that only some people on the team will get a reward while others was just doing their jobs. The team didn’t feel like they would be recognized as a team.

Team Composition

Abilities of Members

  • Team members had trouble adjusting to the changes in the organizational, including changes in the leadership, changing in the team structure and new employees’ changes.

Personality of Members

  • Valerie was a member of the team who was highly disagreeable. This affect everyone on the team, making it harder for them to communicate with each other and trust that they would see results in the team.

Allocation of Roles

  • I believe that most of the role allocation made sense. Each team member worked on the part of the project that was from their specific disciplines. Each of the members were experts of the individual department that they were from. However, I believe that Jack Fogel should not have been appointed lead basis on his ability and I don’t believe he wanted to be the lead on this project.

Diversity of Members

  • This team was diverse in their education and experiences which made it difficult and caused more conflict in communication for the team. The team didn’t have proper leadership to improve the performance of the diverse team. This team failed to take advantage of their unique skills.

Size of Teams

  • The team had a good size of 6 members. This should have made it easier for members to communicate and express their views more freely.

Member Preferences

  • A lot of the members of the team preferred to work alone. They were also more comfortable working with people that they were familiar with and/or share a similar responsibility on the project.

Team Processes

Common Plan and Purpose

  • The case didn’t discuss in details about the team’s meeting however basis on their performance and seemingly lack of common goal one can conclude that the team did not spend enough time discussing, shaping and AGREEING on the purpose of the team. The team also did not adjust their plan when it was necessary.

Specific Goals

  • Along with the common plan and purpose the team did not have specific measureable and realistic performance goals. The team seemed to be confused on other members’ performance and whether they were performing on tragic. This caused members to feel that they were on track and caused delays in the project.

Team Efficacy

  • The team was not confident in their ability to success on the project. The team did not have any little successes which caused them to not have confidence in future successes.

Mental Models

  • The team had different ideas about how to do things and they fight over small issues that was the least important to the project’s development.

Conflict Levels

  • The team had high levels of conflict due to disagreements on team performance and methods.

Social Loafing

  • The team had a good understanding of their individual roles on the team and was confident in their own abilities to complete their role in the project.
  1. How well is the IntensCare Product Development Team performing?
  • Based on the team effectiveness model the IntensCare Product Development Team isn’t performing effectively.
  1. How much teamwork do you think there was prior to the formal introduction of teams?
  • I believe the team was use to performing individually prior to the formal of the team or the team was used to working with teams of people with that come from the same discipline as their own.
  1. What forces are affecting the IntensCare team’s behavior, culture, and outcome?
  • Everyone on the team had their own motivations for working on the project. They really struggled with bringing all of their ideas together to focus on the bigger picture. They were very closed minded to the ideas and experience of the other team members and it seemed they were only comfortable working with the people that they already knew well or worked with before.
  1. Are people motivated to do all that they can to work together? Why not? (Hint: please use motivation theories from Module 4 to answer this question)
  • I don’t believe the team is motivated to do all that they can to work together because each of them have their own goals, they are putting in their own individual effort, individual performance and will receive different rewards from being on the team.
  1. How is information exchanged and received?
  • The team mostly communicates during their team meetings. However, it seems they spend more time debating on method rather than the important parts of the project.
  1. How do team members from different functions coordinate their efforts?
  • The team didn’t coordinate their efforts or include the rest of the team on where they were in their progress.
  1. How are team members evaluated?
  • The team didn’t not have a way of evaluating individual effort on the team nor did they come up with measurable performance goals

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