Developing Your Human Relations Skills Interpersonal Relations Case 10.1 Jeb res
ID: 3457603 • Letter: D
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Developing Your Human Relations Skills Interpersonal Relations Case 10.1 Jeb responded, "The company decided this way to go. Trust me, everything will work out fine. along with the team idea for now. Jeb Wants to Inspire his Team Jeb considered himself fortunate to be chosen as the team leader for one of the newly formed teams at the insurance company where he worked. The purpose of forming teams was to improve customer service. Each team now had the Four months after the teams were formed, Jeb's James, met with him to discuss progress. James said, "You authority to issue policies and settle claims, within limits, team isn't making as much progress as I would like. Poli for specific geographic regions. Before the shift into teams, C separate departments existed for sales, underwriting, and about slow claims settlements are at the same level as claims. Although the company was profitable, it received before we converted into teams. The other teams are mak too many criticisms about poor service, particulary in the ing more progress. Does your team have a problem? cies are not being issued any faster. Customer complaints We do have a problem," said Jeb. "Everyone comes time required to process a claim. Sales representatives within the company contended that the underwriting to work just as in the days before teams. They do most of department took too long to approve and issue policies, the work alone, but they send e-mail messages to each One of Jeb's first initiatives was to hold frequent in- other as needed. It just seems to be business as usual. S person meetings to discuss how service was going to be far, the idea of a high-producing team hasn't caught on." improved. He emphasized to the team that the company" thinkI am," said Jeb. "I do everything I'm supposed "Are you an effective team leader?" asked James. had adopted the popular team concept and that teams were empowered to look for ways to improve efficiency. Jeb also to emphasized that each team member had more responsibil ity than under the department structure. Each team mem ber would be doing some sales, underwriting, and claims. I hold meetings; I post messages. I answer all questions asked of me. I try to settle problems." T'll be back to you in two months to discuss your team's progress. I want to see some improved results in terms of better customer service. Team member Georgia commented during one of the meetings, “Just think of it, three jobs in one and being paid just the same as before." During the same meeting, team member Rob asked, "What's so special about calling us a team? I had a nice job in the underwriting department case Questions 1. 2. How can Jeb be a more effect What can Jeb do to inspire his team? ive team leader? hese teams were formed. I enjoyed that work. Now 3. Based on whatever information you have found in tl my job is more confusing. case, what is your evaluation of Jeb's charisma? Internersonal skills polo pExplanation / Answer
1. Although Jeb is holding meetings and sending messages to the team, he is not being a role model himself. Except for holding meetings, jeb has not done anything special to motivate the team. In order to feel like a team, there have to be more group activities such as group discussions, lunches, brainstorming sessions and all at frequent levels. Also, jeb has to coordinate with every member on a regular basis and motivate them so that they feel more like a group. Their roles have to be made clear as many of them are confused for now. Also, there has to be distribution of work so that no one feels overburdened.
2. He could give his own example, put forward rewards, put forward the names of the best performers so that they would be inspired to do better.
3. Jeb’s charisma hasn’t played much role as the team performance has been same before and after the meeting. He has not been able to motivate the people.
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