Author Question: Why didn't Mott's top management team reach a high level of performance? What was his team lacking? ... (Read 264 times)

wenmo · **on:** Jul 6, 2018

Why didn't Mott's top management team reach a high level of performance? What was his team lacking? Why was the ELITE Team needed?

What will be an ideal response?

Question 2

How do you explain the team's reaching a high-performance condition? What were the major predictive factors?

What will be an ideal response?

miss_1456@hotmail.com · **Reply #1 on:** Jul 6, 2018

Answer to Question 1

Answer: The team was never able to overcome the norming stage. This is because it lacked a clear purpose (the goals were there, but vague) and never focused on the attributes listed in Table 9.3. The ELITE Team was needed to break the organization out of the norming rut and begin again, with clearer expectations and more discretion/empowerment. Once the original team got stuck in one phase of team development, it became entrenched there.

Answer to Question 2

Answer: The ELITE Team did a number of things that predict high performance, including specifying clear goals and making them known to all employees. Mott gave the team a vision and sense of purpose. The list in Table 9.5 of the chapter contains task-facilitating roles that the students should recognize in the case.

Also, the major predictive factors were (1) Good leadership. Mott articulated a vision for success and helped the team understand the mission of the organization. (2) Team membership played both task-facilitation roles and relationship-building roles. (3) Mott seemed to foster team development and high performance.