HRM263 Team Effectiveness and Dynamics: Challenges, Solutions & Theoretical Insights, Singapore

Question 1

Use Team Effectiveness Scale (as shown in Appendix 1) to rate your team effectiveness for a chosen team project you have been involved in this year, whether it is from university (e.g., your HRM263 GBA team, a team project from another course), or a workplace team project). Look at the TOP THREE (3) dimensions and provide examples for each dimension (in the 1st column) with explanations.
(Max 1200 words)

Note that you are allowed to copy and paste the screenshot of the Team Effectiveness Scale as a figure; there is no need to repeat the definition of each dimension in your answers; focus on the link between your examples and the definitions.
(30 marks)

Question 2

In your ratings for Question 1, select ONE (1) of the least scored dimensions. Briefly describe and apply a concept or theory from the team dynamics course to explain that least-scored dimension made your team less effective. Please also provide examples and link them to the concept or theory in your explanation. (Max 500 words)
(20 marks)

Question 3

Develop ONE (1) solution that can or have been used to improve the least-scored dimension from Question 2. Please describe this solution and then explain why each solution can be effective or is effective by applying a theory or concept from this team dynamics course. (Max 500 words)
(20 marks)

Question 4

Team Y is a virtual team of five members, located in different countries, working on a high-stakes project for a multinational client. Three of the members are based in the California, while one is located in Mumbai and the other in Singapore.

The team faces several challenges that have hindered their ability to work together.

1. Geographic and Time Zone Differences: Scheduling meetings across
   different time zones has caused delays. Being the majority, the majority
   members often schedule the meetings during the working hours in the
   California either in the mornings or evenings leading to inconveniences for
   members located elsewhere. Several times, the meeting was cancelled as
   some members had to cancel the meeting due to other commitments. This
   has also led to some sense of discomfort and established a norm that
   favoured the majority.
   

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2. Cultural and Communication Barriers: Different communication styles have
   led to misunderstandings. The members based in California are direct in
   terms of the communication. Their assertiveness have often been perceived
   as aggressive by the other members. As a result, the rest of the members
   often did not raise issues. This has led to a wrong interpretation of what the
   client wanted.
3. Lack of Trust and Emotional Bonding: The absence of a kickoff meeting at
   the start of the project did not enable the team to be familiar with each other.
   In fact, the initial communication about the requirements of the projects was
   via emails. Therefore, the background of the project was not well
   understood, what a successful outcome looks like and what needs to be
   done. The lack of face-to-face interactions as well as infrequent meetings
   has also impacted team trust.

As HR Business Partner, you are asked to help the team’s issues. First, select ONE (1) challenge face the team and discuss the key issue face by the team in relation to ONE (1) theory and concept taught in the team dynamics course. In your discussion, please briefly describe the theory and provide explanations on how it links to the key issue. Second, develop ONE (1) solution to help the team improve the selected issue with explanations on how the solution help improve the team dynamics. (Max. 800 words)
(30 marks)