XYZ Workspaces creates workspaces based on client needs worldwide. They are a hybrid company mixing online contracting and manufacturing plants located in three countries: Austria, Switzerland, and Malaysia. They primarily create small office spaces for up to 10 persons that can then be collapsed and moved to another site in remote areas.
The company, in turn, subcontracts a shipping line in each of these three countries that carry the collapsible offices to ports around the world and then trucks the offices to the client site. Companies subscribe on a contractual basis for this collapsible office service once they have initially paid for the construction of the offices. Each team is headed by a senior installer who supervises the two installers, the shipping company contact, and the truckers.
Lately, there have been problems between the installers, the subcontracted shippers, and truckers who must work as a team to get each job completed at the location on time. The shippers and the truckers all say that XYZ supervisors are not their supervisors. The teams seem stuck in the storming stage . This problem has led to delays in installations and cost overruns.
Describe at least three specific ways this organization could build more effective teams with their subcontractors with supporting detail.
Identify and give an example of four traits demonstrated by effective team leaders.
Explain how the team can get out of the storming stage.
Based on the reading, describe how this team could become more cohesive with high-performance norms.
Explain two ways this organization could ensure team leads are exhibiting the traits of an effective team leader with supporting details.