Table of Content
Question 1: What are the dysfunctional characteristics of the FIS project?
1 Question 2: What type(s) of conflict did the team experience? Explain your answer.
3 Question 3: Is the poor team development process a consequence of dysfunctional characteristics? Explain your answer.
6 Question 4: What course concepts contributed to the team’s performance failure? Explain your answer.
8 Question 5: What should the new team leader do?
Introduction - Internal competition - A curse for a team performance. As the title indicates this assignment describes in essence a prehistoric dilemma that dates back to the origins of the human being. The individual and his eternal struggle for a better life. How individual goals are achieved and the question weather to go alone or to be a part of a team? What is the best way forward?. This is a case about the ego. The backdrop is the Indian company called FIS, a business process outsourcing unit specialized in consulting and financial advisory. It is working on a project for a US based client designing and creating training modules for ERP implementation. The FIS team performance management is largely grounded in a three level appraisal system that is obviously designed to increase the effectiveness of the team. The outcome is to ensure solid project completion and customer satisfaction. Needless to say that did not happen and the project becomes plagued by internal rivalry, poor leadership, poor coordination among other things that ultimately leads to a failure. Our mission is in short to explain in relevant terms why we think this happened and finally describe how it could be prevented to happen again. Working in a group and striving for a common goal can be challenging as this paper will demonstrate. We as a group did clearly experience many of the same concepts that characterize the FIS case when working on this assignment. However as this paper demonstrates, we drew on the recently gained organizational behavior (OB) knowledge and resolved it in peace and harmony. The context of the case is described in the following paragraph and organizational chart. Steven Fernandez is the Human Resources Manager who is shortly introduces in the beginning of the case. He is playing a minor role with regard to the team conflicts due to the fact that he is not within the team at the clients site. His subordinate is Pete Philly who is described as an easygoing project manager. As a team leader was Sai Rishi selected who is lower ranked than Philly but is the boss of the other four team members Nirmal Sara, Shri Shalini, Lia Aarthi as well as Abey Sidharth. The following sections will introduce into the numerous types of conflicts and their consequences.
Question 1: What are the dysfunctional characteristics of the FIS project? In order to point out the main problem one can say that the team neither works efficiently nor effectively. The result is an inadequate group development process. In the following paragraphs we want to show a lot of examples in order to explain which dysfunctional characteristics of the FIS project cause the bad team performance and why these aspects lead to the failure of the project. The first thing to mention is the intra-group competitiveness. In our opinion the reason for this internal competition is the evaluation system. Employees’ promotion, wages and future prospects depend on the ratings and feedback from the project manager. There are three levels in an appraisal – (a) below expectations, (b) met expectations and (c) exceeded expectations. This over simplified grading system does not work because it only focuses on the individual performances of each team member regardless of the team performance as a whole. For a group project it should be more relevant to highlight the result or rather the success of the task and the customer satisfaction. Another issue in this case is that the evaluation system is...
Please join StudyMode to read the full document