This week was an interesting week as always in management 300. There has been an interesting shift in team dynamics, in previous weeks I have always talked about our team being relatively complacent. We were extremely positive and to put it casually we just ‘went with the flow.’ In all my previous journals I always commented on whether or not this complacency and positivity was a danger to our teams success as we were not critically analysing the decisions we were about to make. And it seems finally the week we put some fire into our decision making things look up in the simulation, so I guess that was an interesting observation from our team. However that brings me to my next problem, will our team be able to effectively use this fire or will this tension of critically evaluating all our decisions create havoc between team members? What is the healthy balance of criticism of others?
This observations and issues can be further analysed by using not only the readings and my experiences in other teams, especially a team where we are doing a similar company decision making simulation. Using the readings I think I should identify we are all executives and managers in our own fields in this simulation. This reading was to me not just about the administrator duties of our CEO but the administrator duties each and every person in our team over their individual department. This is where I believe the conflict is arising. As we all believe we have control over our own departments, it is important to remember that to be overall effective we must be a team as all our decisions single handily effect each other’s decisions. We all have skills, according to this reading, such as technical, human and conceptual that we as managers need to apply according our varying different degrees of roles (Katz, 1955). I believe that is also where the difficulty is arising in our teams as well, these skills should be applied on the basis of the degree of your role. However I believe that in our teams we are not recognising that we should embracing the different skills that each of us possess on our different departments as the reading suggests (Katz, 1955). And while in previous weeks I have suggested that maybe we weren’t questioning each other’s decisions enough, I feel like we are now at the opposite extreme in which our questioning each other is resulting in inefficiency in decision making. To the point I feel like we are constantly explaining ourselves over and over to each other. The difficulties in managing these different skill sets of different administrators and the variation of levels of administrating can be demonstrated as in another class’s team in which the roles on the simulation have not be split, we make them collectively, and to be honest for this simulation it is proving very effective as we not only get our decisions made in half an hour but we also are the winning team. I feel like this is interesting because in a group dynamic in which we are using a collective skill there is much better results than in a team where we are experts in our own field and we are trying to combine these skills effectively.
I believe a lot of my problems this week have been partway solved in the discussion our team-mates had this week. While it was confronting too many of us, I believe it was an important step to understanding perhaps where we are going wrong and perhaps starting to analyse each others decisions in a positive but critical manner. I believe a way of solving this issue would be in deciding perhaps which skills of technical, human and conceptual are most important to the different roles. Personally to me I believe that while the reading says each administrator should possess all three basically, I believe a focus on a skill for each administrator in our team may benefit us (Katz, 1955). The most important skill for our CEO to have would be the human skills. I think this should be her focus while she lets us on our technical skills and master them.
Overall i believe it is very important to continue to act on the issues we are having as a team, as in doing so we can already see we are having positive results.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33--42