BCOM 4921: SMALL GROUP AND TEAM COMMUNICATION GROUP REPORT ASSIGNMENT TASK (40%) This assignment involves two Parts- Part A and Part B. Marks weightage are as follows: SECTION MARKS PART A (INDIVIDUAL) 25 PART B (INDIVIDUAL) 10 OVERALL TEAM COHESIVENESS 5 PART A: Individual Task- Self -reflection You are to write (typewritten) a 3-5-page paper analyzing communication behavior in your small group, and attach your observation notes. Answer the following questions: 1. Name your team members and your team name. (1mk) 2. a. Identify the major roles (minimum: 3; group-task; group building and maintenance; individual role) that you have assumed in your group so far during your interactions with your team members. (3mk) b. Provide at least two specific instances for any roles mentioned from your group interaction(s) to support your assumed role. (2mk) 3. What do you perceive to be your BCOM 4921 groups strengths (any two) and weaknesses (any two)? (4mk) 4. In virtual teams, what might you do to become a more effective and competent communicator in your group? List 4 points. (4mk) 5. Recall the Individual Conflict Management Styles Assessment as posted in Moodle (under Chapter 8). a. What style described your common preferred strategy post-assessment? b. As a student engaged in student groups, why do you think that is your most preferred style? c. Do you feel a need to change your strategy/style now? Reflect by giving your own reasons. (3mks) 6. In studying and reflecting the small group/team theories, which theory (in your opinion) is closest to the functioning of your team in BCOM 4921 course? Provide supporting reasons, for your pick of the theory. (3mk) 7. What are some of the learning outcomes (minimum: 5) you have attained from this point of the course? (5mk) Kindly note that there are no right and wrong answers for the above. Discuss, in writing, what you have observed in light of the concepts/ theories/components discussed in class/e-slides. PART B: Group task Case study Read the following case and answer the *questions that follow: The Middle East training department of AMEX Corporation was well respected for the quality of programs its staff developed and regularly presented to the over 10,000 AMEX employees. Department members were always ready for new challenges and prided themselves on developing the best training programs in the industry. Marwa Al Amri, director of the AMEX training department, was excited that the presentation to top management has been well received. She believed, along with her senior staff, that the AMEX training development program was out of date and needed new materials and new training format. The changes that she and her staff wanted to make would cost around 40,000 OMR, requiring management approval and agreement that the program was a top priority for the coming year. The new training development program would be first such program to be made available to all the 10,000 employees. During her first staff meeting following the management presentation, Marwa became aware that although all seven senior staff members agree on the importance of the program, there was little agreement on who should have the lead responsibility and how other work responsibilities should be divided to provide time for program development. Although no open disagreement had been voiced, Marwa came away from the meeting with the sense that she had considerable work to do to determine how project assignments might best meet the needs of the entire group. Marwa believed that Ali Said Al Juffaily, her senior staff member in charge of management development programs, had the best experience for the job. Ali had been with AMEX for over seven years and had developed staffed and implemented seven new programs for managers at all levels in AMEX. His program evaluations were consistently outstanding, and top management held his work in high regard. Yet Marwa also knew that Faisal Ahmed, senior staff member in charge of manufacturing training programs, wanted the assignment. Faisal had less overall program experience than Ali, but the work he had done in quality training was truly outstanding. In fact, he had been asked to lead a workshop describing his program at the International Manufacturers Convention in Dubai. Marwa was proud of Faisal and believed he had an outstanding future in training and development. The other two senior staff members, Basma and Maitham, had not yet introduced their first programs. Although able trainers and good program managers, neither had the development and writing experience necessary for the training development project. The other member that represented was an Intercultural training manager- Li Wang, a Chinese male expatriate, who was the oldest but joined ARAMEX five years ago. The last member was Ernst Gunter, a German national and worked as ARAMEXs Product Training Specialist. Marwa decided to devote her staff meeting to a discussion of project allocations for the coming year. She was not prepared for the tenseness she felt as the meeting began. Marwa: As you know, todays agenda deals with our program planning for the next year. Obviously, if we are to undertake the training development project, we will have to evaluate workloads on all our projects. I would also like expressions of interest in which parts of the training development project each of you would like and ideas on what type of team should be established to manage its development. As we talk, please keep in mind not only your own interests but also the strengths and overall workloads of each of your individual staffs. Ali: Marwa, this issue is troublesome for us as a group. We all want the training development program to work, but we know it takes one lead person, not all six of us working independently. Faisal: Ali is right. One of us has to head up the group and be responsible for the lead. I guess I should say right now that I want to take that lead responsibility. I have worked with the largest group (manufacturing) in all AMEX and believe that experience qualifies me for developing a program that reaches large numbers of diverse people. My manufacturing unit represents almost 6,500 of the total unemployment. Ali: (in tense voice) I dont think we should be declaring who wants the job until we decide how the project might ideally be developed with all other responsibilities. Li: (looking down and speaking softly) I think its best if all go home and think of this and discuss it later. Ernst: Why so, Mr.Li? We are here to know about the plans for next year which is crucial Maitham: Well, I think we need to get down to facts. Neither Basma nor I have the experience to lead the project and we know it. Everyone knows the lead job is between you two (Ali & Faisal). We really cant divide the other work and decide how we can support the project until we choose a leader. Basma: Maitham is right. I would love to lead the project but with about five years more experience. Faisal: Well, I just stated that I want the lead job and I think my experience is best suited for the job. What do you think, Ali? Ali: (with a smile) I think this is an unprofessional way for us to be entering into this discussion. After all, the final decision is Marwas and she should not be forced to choose this way. Her agenda was a discussion of project assignments, not announcing who would take the lead assignments. Isnt that right, Marwa? Marwa: Yes, that was the agenda. But I am not averse to hearing what each of you really wants to do. Ali, how do you feel about the lead role? Ali: How do I feel? Well, I am the senior member of this team. Everyone expects me to lead this project. If I dont get this job, it will be a slap in the face. Sure, Faisal has done a good job in manufacturing, but what about the management programs? They may reach fewer people, but the people they do reach drive the entire company. What about experience? Frankly, I resent being put on the spot. This issue is not for general discussion? It is (to Marwa) your responsibility to make that decision. Faisal: Ali, youre doing it again. I have never raised this point before, but you just wont confront things openly. Sure, you have a good record, but I am willing to say openly that I would like to take up this job, and not expect someone to hand me the assignment. It is too important to give it to someone just because they expect it. Ernst: (in loud and angry undertone) You both are acting like some immature babies crying for spot. I should say that the management should dismiss you both from the team. Faisal: (to Ernst) Really, Mr. Gunter? That comment was inappropriate and unwarranted. Ernst: I believe that everyone is capable of leading. Perhaps, the management and Ms. Marwa should interview each of us to determine the next ideal candidate to lead the training development project. Prior experience matters, you know. Faisal: Mr. Gunter, with all due respect, you have had a chance to lead a similar project three years ago. I believe its unfair to others who are capable and in the line for such opportunities to excel. Li: Please allocate a leader yourself, Marwa. Marwa: Wait a minute, you are both out of line. We are going to adjourn this meeting right now and I will see you both individually later in the day. We will meet again as a staff tomorrow morning. Ali: (under his breath as she leaves the room) This training development program is already ruining some careers.

Questions

1. What is the overall cause of conflict in the above scenario? What type of a conflict is this? Support your answers by relating to the relevant information from the case.

2. What strategies and tactics (briefly describe any 2) are in use to resolve the conflict? How effective was each?