HW11

1.
d
2.a
3.b
4.b
5.c
6.a
7.b
8.b
9.a
10.a
11.d
12.b
13.b
14.a
15.a
16.
1. Right People, Right Skills: This is crucial. The manager can ensure the
team has the necessary skills and experience for the task at hand. This might
involve assigning tasks based on strengths, bringing in temporary help for
specific expertise, or even advocating for additional training for the team.
2. Clear Goals and Expectations: Vague goals lead to confusion and wasted
effort. The manager should set SMART goals (Specific, Measurable,
Achievable, Relevant, and Time-bound) and clearly communicate
expectations for each team member's role in achieving them.
3. Manageable Workload: Feeling overloaded can cripple team morale and

productivity. The manager should ensure the workload is distributed fairly
and is achievable within the timeframe. This might involve adjusting
deadlines, prioritizing tasks, or even advocating for additional resources.
4. Quality Resources and Tools: The right tools can make a big difference.
The manager should provide the team with the necessary resources
(software, equipment, data) and tools to do their jobs effectively. This can
help streamline processes, improve communication, and ultimately lead to
better results.
5. Reduced Distractions and Interruptions: Constant interruptions can derail

focus and slow down progress. The manager can help minimize distractions
by setting clear communication protocols, scheduling dedicated meeting
times, and protecting the team's focus time.
17.
Cohesiveness: This refers to the strength of the bonds between team members. A
highly cohesive team has a strong sense of belonging, trust, and shared identity.
Performance Norms: These are the unwritten expectations about how team
members should behave and perform their jobs. Norms can be positive,
encouraging high-quality work and effort (e.g., meeting deadlines consistently), or
negative, leading to lower productivity (e.g., cutting corners).
The Relationship:
 Cohesiveness can influence Performance Norms: Strong team bonds can

foster a desire to support each other and achieve shared goals. This can lead
to the establishment and enforcement of positive performance norms. Team
members are more likely to hold each other accountable and push each other
to excel if they feel a sense of camaraderie.
 Performance Norms can influence Cohesiveness: When team members
share clear expectations for performance and everyone contributes their fair
share, it can strengthen team spirit and trust. Fulfilling shared goals
reinforces the sense of belonging and accomplishment within the team.
 Together they impact Performance Results: The ideal scenario is to have
high cohesiveness and positive performance norms. This combination can
lead to a powerful synergy. A team that is both united and focused on high-
quality work is likely to achieve superior results.
Important Caveat:
Cohesiveness alone doesn't guarantee success. If a team is very close-knit but has
negative performance norms, like prioritizing socializing over deadlines, their
results will suffer. The key is to have cohesiveness that supports positive
performance norms.
For a manager, this translates to strategies that build both cohesiveness and a
culture of high performance. Here are some examples:
 Team-building activities can strengthen bonds and communication.

 Setting clear goals and expectations from the beginning helps establish
positive performance norms.
 Recognizing and rewarding achievements that align with team goals
reinforces positive norms.
18.
1. Illusion of invulnerability: The team has an unshakeable belief in their

ideas and might dismiss any opposing viewpoints or potential risks. This can
manifest as overlooking potential flaws in the plan or ignoring warnings.
2. Pressure to conform: There's a strong sense of pressure within the team to
agree with the majority view. Team members might hesitate to voice
dissenting opinions for fear of being ostracized or slowing down progress.
This can lead to a lack of critical discussion and unexplored alternatives.
Managerial Responses:
1. Introduce Outsiders: Invite someone from outside the team to participate

in brainstorming sessions or offer an objective perspective during
discussions. This can be a subject matter expert or even someone from
another department. An outsider can challenge assumptions and inject fresh
ideas.
2. Anonymous Feedback Mechanisms: Provide avenues for team members to
anonymously share their opinions and concerns. This could be through
online surveys, suggestion boxes, or even dedicated discussion forums
where identities are masked. This allows individuals to raise doubts or
alternative approaches without fear of judgment.
19.
Self-managing teams and traditional work groups differ fundamentally in how they
operate and the level of autonomy they possess. Here's a breakdown of the key
differences:
Decision-Making:
 Traditional: Decisions trickle down from a hierarchy. Managers assign

tasks, dictate approaches, and hold final approval. Team members may have
some input, but the power ultimately lies with the manager.
 Self-Managing: Decisions are made collaboratively by the team itself.
There's no designated leader, and team members hold each other
accountable. They discuss options, weigh in on approaches, and make
choices together.
Structure and Roles:
 Traditional: Teams have a clear hierarchy with designated roles and

responsibilities. Changes to structure or roles typically require approval from
a manager.
 Self-Managing: Structures and roles are often more fluid. The team itself
may decide on the best way to organize themselves based on the project or
task at hand. Roles can be dynamic and adjusted as needed.
Accountability and Ownership:
 Traditional: Team members are primarily accountable to their manager for

their individual performance.
 Self-Managing: There's a strong sense of shared accountability. The team is
collectively responsible for achieving goals and holds each other
accountable for individual contributions to the team's success.
Benefits and Challenges:
Traditional:
 Benefits: Clear structure, established communication channels, can be

efficient for routine tasks.
 Challenges: Limited creativity, potential for micromanagement, slow
decision-making.
Self-Managing:
 Benefits: Increased ownership, faster decision-making, fosters innovation
and problem-solving.
 Challenges: Requires strong communication and interpersonal skills, can be
difficult to establish initially, may not suit all tasks or company cultures.
20.
Marcos finds himself in a situation where the team, although friendly, isn't
reaching its full potential. Here are some steps he can take to improve things:
1. Address Underlying Reasons for Low Output:
 Meet with the team: (Why) A group discussion can help Marcos
understand the reasons behind the low output. Is it a lack of challenge,
unclear goals, or something else entirely? Open communication is key.
 Investigate workload and processes: (Why) Are there inefficiencies in the
production process? Is the workload unfairly balanced? Streamlining
processes and ensuring fair distribution can free up time and energy for
higher output.
2. Set Clear Goals and Expectations:
 Establish SMART goals: (Why) Specific, Measurable, Achievable,

Relevant, and Time-bound goals provide a clear roadmap for the team. They
should be challenging but achievable, fostering a sense of accomplishment
and motivating higher performance.
 Define performance metrics: (Why) Clear metrics allow the team to track
their progress and see the impact of their efforts. This data-driven approach
helps everyone stay focused on achieving the desired results.
3. Encourage Ownership and Recognition:
 Delegate tasks and empower decision-making: (Why) By trusting the

team with more ownership over their tasks, Marcos can tap into their skills
and problem-solving abilities. This can lead to increased motivation and a
sense of accomplishment.
 Recognize and reward achievements: (Why) Celebrating successes, both
big and small, reinforces positive behaviors and motivates the team to
continue exceeding expectations. Public recognition can be especially
motivating in a close-knit team.
Why should Marcos take these steps?
By addressing the low output, Marcos can unlock several benefits:
 Increased Productivity: A motivated and engaged team is likely to produce

more and contribute to the company's success.
 Improved Quality: When team members take ownership and are challenged
to achieve goals, quality often improves as well.
 Enhanced Innovation: A team environment that encourages new ideas and
problem-solving can lead to innovative solutions and improved processes.
 Higher Morale: Addressing the situation can prevent future issues like
boredom or disengagement. A team that feels valued and challenged is likely
to have higher morale and lower turnover.

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1.

3. Manageable Workload: Feeling overloaded can cripple team morale and

5. Reduced Distractions and Interruptions: Constant interruptions can derail

 Cohesiveness can influence Performance Norms: Strong team bonds can

 Team-building activities can strengthen bonds and communication.

1. Illusion of invulnerability: The team has an unshakeable belief in their

1. Introduce Outsiders: Invite someone from outside the team to participate

 Traditional: Decisions trickle down from a hierarchy. Managers assign

Structure and Roles:

 Traditional: Teams have a clear hierarchy with designated roles and

Accountability and Ownership:

 Traditional: Team members are primarily accountable to their manager for

Benefits and Challenges:

 Benefits: Clear structure, established communication channels, can be

1. Address Underlying Reasons for Low Output:

2. Set Clear Goals and Expectations:

 Establish SMART goals: (Why) Specific, Measurable, Achievable,

3. Encourage Ownership and Recognition:

 Delegate tasks and empower decision-making: (Why) By trusting the

By addressing the low output, Marcos can unlock several benefits:

 Increased Productivity: A motivated and engaged team is likely to produce

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