1.What type of team does the me CIO have? What do you see as the key problem wit
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1.What type of team does the me CIO have? What do you see as the key problem with the team? 1.What type of team does the me CIO have? What do you see as the key problem with the team? 2. How do you think that the team evolved to this low level of cooperation and cohesiveness? on illegaly whlle on the job,3 obtains. Vote to reduce each of the three students penalties.In- stead of a zero, each student will receive only half of the possible total points for the project, which would be an You're scill holding students responsible for the group pration at risk for being sued, or w goin to e could see merit to both sides,Melinda noto choose. If you were Melinda, how yo nct, not imposing catastrophic punishment s compromise both undercuts the professors policy and punishes "innocent" team members to some extent, but severel e Apply Your Skills: Case for Critical Analysis r onnll l am he nenhy H psiasteod recruits top graduates from schools of businessif the regional heads believed that the CIO wanted them to We a Team? intimidating' were typical. The most disturbing comment Bob always agreed with me, was expressed by most of the CIO of a medium-sized technology company. Our team me ring. Talent, intellect, creativity-it's all there. Succeed by doing as they thought best for themselyes. o up this crowd for a group photo, credentials in hnd. the "wow' factor would be there. Our company is spread over a dozen states, mostly he Northwest. The talent pool is amazing across the ing meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One depart hoard, both in IT and in the rest of the company. But when ment head told me."You could turn off the sound while be CEO hired me, he said that we are performing nowhere watching one of our meetings and just by the body lan potential. On the surface, the company is doing arur e Bat we should be a Fortune 500 organization. With bis much talent, we should be growing at a much faster comical if it weren't so distressing" ge and level of attention, tell who is aligned with whom gua and who wishes the speaker would just shut up. It would be ate. The CEO also said that I was inheriting"a super team ith disappointing performance." His task for me was torespect and a breakdown of genuine communication.One all the IT stars into a cohesive team that would meet ompany needs for new IT systems and services much Such remarks were indicative of a lack of trust and team member told me, "I recently encountered a problem fully solved, but the information was never shared, so here that a department head from another region had succ áster and more effectively I am reinventing the wheel and wasting valuable time. It Without making our superstars feel that they were critiqued and second-guessed, or indicating'there's was apparent that these so-called high performers were ter problem here, I wanted to gather as much informa- ritorial, and chat the each division for itself attitude tion and feedback as possible from the 14 team members ngional CIOs and department heads) who report to me Iheld one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest as essment of the team as well as areas for improvement and a vision for the future of team efforts. becoming a cultural norm that, unchecked, was slowing our response to line departments and customers I was also struck by the similarity of the regional IT leaders in their backgrounds, comments, and attitudes, which presented a whole new dilemma: How do we create diversity, jump-start ideas, and reignite passion? This looks like a group of individualists who don't know how to play as a team. I don't want to diminish the individual talent, but I am concerned by the lack of cohesion. I need to find I was surprised by the consistency of remarks and nions. For example, a picture emerged of the previ CIO, who was obviously awed by the calent level of a way to help people think less about themselves and about sharing work and information and achieving collec more us ts such as "Bob pretty much let men do what we wanted" and"Bob would start the meeting then just fade into the background, as if he found us tive results for the good of the compan ndExplanation / Answer
Answer 1:
The new CIO has a team of supestars or talented team members. The team members are good in their expertise area however they lacks the motivation to work as a cohesive team.
The problem with the team members is that the team members work in silos. The team members lacks the maturity of working together. Althought team has talented staff, team is not performing to its potential. The earlier CIO was not able to develop a culture of cohesiveness. The team members do not have respect and trust with each other.
Answer 2:
The team eveovled to this low level of cooperation and cohesiveness due to following reasons.
1. Overall organizational culture is not supportive to the cohesive team working. for example information sharing within the team was poor. Though there is a knowledge available, many time staff reinvent the wheel. This results into waste of time.
2. The previous CIO did not pay attention in identifying the changes in the existing culture and also not proposed any corrective or preventive actions. The previous CIO used to start the meeting and soon he used to fade away. He never confronted the staff for the conflicts. The previois CIO used to let team do what they want to. When any the team member chairs the meeting, rest of the team member did not pay attention. The other team members used to prefer checking their ipad, mobile phones. This is an example of disrespect.
This culture or working environment has resulted into low level of cooperation and cohesiveness.
Note: I would like to have your opinion. If you have doubt in specific, I will be glad to help you.
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