Read the following information about Ellen. Provide your responses on the worksheet that accompanies this assignment.

 

Ellen got her "first, good - real" job [not counting the "McJobs" she had while going to school to make some money for tuition, books, entertainment, etc...]. She got this "real" job after being interviewed once during a period when unemployment was very low. Not knowing any better, she felt lucky to get this job.

In this "real" job, she had to do some real menial chores [like on occasion emptying the wastebasket from her cubicle, get coffee for her boss, or having to work on a team with "that guy that no one at College wanted to work with"]. However, she felt good about having this job. After all, they gave her a job, were "nice" at the interview, so she felt an "obligation".

However, eventually "things" started to "get to her", especially when she was told that "even if you don't like it, you are paid by this company to act and behave like we want you to, especially around customers - so smile, be polite, and act right!" At times, it was very difficult, especially when she felt like telling someone "off" - but she fought his urge and complied.

Ellen considers herself to be a diligent, hard worker. She took her decision to quit this "real" job very seriously. She did engage in various ways to help herself and the work environment, but a trained, knowledgeable in OB, observer would have seen the signs/symptoms of her dissatisfaction, until she finally left.

Ellen finally got a new job. She was an enthusiastic employee when she began working in the accounting department at Fleetstab Corp. In particular, she prided herself on discovering better ways of handling paper flows. The company had plenty of bottlenecks in the flow of paperwork throughout the organization, and Ellen had made several recommendations to her boss, Mr. Johnston, which would improve the process. Mr. Johnston did acknowledge these suggestions, and even implemented a few, but he didn't seem to have enough time to either thank her or explain why some suggestions could not be implemented. In fact, Mr. Johnston didn't say much to any of the employees in the department about anything they did.

At the end of the first year, Ellen received a 5% merit increase based on Mr. Johnston's evaluation of her performance. This increase was equal to the average merit increase among the 11 other people in the accounting department. Still, Ellen was frustrated by the fact that she didn't know how to improve her chances for a higher merit increase the next year. She was also upset by the fact that another new employee, Snidely Wiplash, received the highest pay increase (10 percent) even though he was not regarded as a particularly outstanding performer. According to others, who worked with him on some assignments, he lacked the skills to perform the job well enough to justify such a high increase. However, Snidely Wiplash had become a favoured employee to Mr. Johnston, and they had even gone fishing together.

As this continued, Ellen's enthusiasm toward Fleetstab Corp. fell dramatically during her second year of employment. She still enjoyed the work and made friends with some of her co-workers, but her spirit dwindled. Eventually, Ellen stopped mentioning productivity improvement ideas. On two occasions, during her second year of employment, she took a few days of sick leave to visit friends and family in North Bay. During her first year on this job, she had only used only 2 sick days for a legitimate illness. Her doctor even had to urge Ellen to stay at home on one occasion. But, by the end of the second year, using sick days seemed to "justify" Ellen's continued employment at Fleetstab Corp. Now, as her second annual merit increase approached, Ellen started to seriously scout around for another job. But she's not leaving yet, not without another job to go to.

th "that guy that no one at College wanted to work with"]. However, she felt good about having this job. After all, they gave her a job, were "nice" at the interview, so she felt an "obligation".

However, eventually "things" started to "get to her", especially when she was told that "even if you don't like it, you are paid by this company to act and behave like we want you to, especially around customers - so smile, be polite, and act right!" At times, it was very difficult, especially when she felt like telling someone "off" - but she fought his urge and complied.

Ellen considers herself to be a diligent, hard worker. She took her decision to quit this "real" job very seriously. She did engage in various ways to help herself and the work environment, but a trained, knowledgeable in OB, observer would have seen the signs/symptoms of her dissatisfaction, until she finally left.

Ellen finally got a new job. She was an enthusiastic employee when she began working in the accounting department at Fleetstab Corp. In particular, she prided herself on discovering better ways of handling paper flows. The company had plenty of bottlenecks in the flow of paperwork throughout the organization, and Ellen had made several recommendations to her boss, Mr. Johnston, which would improve the process. Mr. Johnston did acknowledge these suggestions, and even implemented a few, but he didn't seem to have enough time to either thank her or explain why some suggestions could not be implemented. In fact, Mr. Johnston didn't say much to any of the employees in the department about anything they did.

At the end of the first year, Ellen received a 5% merit increase based on Mr. Johnston's evaluation of her performance. This increase was equal to the average merit increase among the 11 other people in the accounting department. Still, Ellen was frustrated by the fact that she didn't know how to improve her chances for a higher merit increase the next year. She was also upset by the fact that another new employee, Snidely Wiplash, received the highest pay increase (10 percent) even though he was not regarded as a particularly outstanding performer. According to others, who worked with him on some assignments, he lacked the skills to perform the job well enough to justify such a high increase. However, Snidely Wiplash had become a favoured employee to Mr. Johnston, and they had even gone fishing together.

As this continued, Ellen's enthusiasm toward Fleetstab Corp. fell dramatically during her second year of employment. She still enjoyed the work and made friends with some of her co-workers, but her spirit dwindled. Eventually, Ellen stopped mentioning productivity improvement ideas. On two occasions, during her second year of employment, she took a few days of sick leave to visit friends and family in North Bay. During her first year on this job, she had only used only 2 sick days for a legitimate illness. Her doctor even had to urge Ellen to stay at home on one occasion. But, by the end of the second year, using sick days seemed to "justify" Ellen's continued employment at Fleetstab Corp. Now, as her second annual merit increase approached, Ellen started to seriously scout around for another job. But she's not leaving yet, not without another job to go to.

interviewed once during a period when unemployment was very low. Not knowing any better, she felt lucky to get this job.

With this passage complete the questions below.

A] What do you think are some characteristics ...

Please take into consideration working on a VIRTUAL TEAM

1. of a "high performing, value-added, self-managed, team" and

2 of team members necessary to achieve this?

B] Review the individual results for each team member, on various Personality Tests, including [as a minimum]:

MBTI, LSI, all dimensions of Big 5, Type A/B + at least one other your group thinks is important

C] AFTER reviewing and recoding these, explain the implications of the different personality types working together, how each of you will need to mutually adjust to accommodate to each other, difficulties which may arise and how to be PROACTIVE anticipating and addressing these.

D] EXPECTATIONS / GOALS / OBJECTIVES ofEACH INDIVIDUAL TEAM MEMBER: regarding what you want to get out of this course relevant to the program you are in, how well you want do in this course, and what you will do to achieve these?

1] ??? [depends on number of people in your group]

E] COMMON [EXPECTATIONS / GOALS / OBJECTIVES YOU ALL HAVEAS A GROUP, COLLECTIVELY:

1] ... regardingwhat you want to get out of this course/program, how well you want do in this course / program, and what you will do to achieve these, how you will help each other? AND for the Team's outcomes and achievements?[OUTCOME]

2] ...regardingattendance at meetings, meeting schedules, adherence to deadlines, quality of work, level of participation, preparation, contributions to team, etc... INCLUDE: When are you intending to meet as a group - be as specific as you can about Date[s]; Place[s]; Time[s] [PROCESS]

F] FOR EACH MEMBER INDIVIDUALLY -

1] LIST strengths they bring to the team

2] LIST knowledge, skill[s], abilities, experience[s], they are weaker in AND SHOULD develop;

G] List and briefly explain at least 6 or 7 [FOR EACH]specific criteria you agree to use to assess / evaluate

1] each team member;

2] the Team as a whole.

Remember - these relate to your definition and characteristics, and goal of becoming of a "high performing, value-added, self-managed, team [see (A)

Remember - criteria are performance standards/objectives, therefore they are visible, directly measurable.

YOUR TEAMS UNIQUE IDENTITY

What is your Team Name?

What is your Teams Mission?