MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

As a result, it is possible that the results of the project may be negatively affected. We will learn how to assess which elements facilitate the cohesion of a team.

CASE: IS OUR PROJECT IN JEOPARDY?

BabyLike is a baby food company that is going to launch an innovative product on the market. The group working on this project consists of five members in two different departments. Tension between the two departments is an obvious fact. The members of both departments identify more with belonging to their respective departments than with belonging to the organisation as a whole. The team starts to resent each other, conflicts are frequent, opinions are not respected.

Ann, the coordinator, even suspects that one member is holding back information to hinder the work of others.

Do we identify with the goal we are pursuing?

The first and fundamental element will be that all members agree on the objective to be achieved.

Create a suitable product and launch it successfully on the market. But it has to be assumed that the consequent success or failure should not be the responsibility of the marketing department or the research department, but of the organisation as a whole.

Do we trust each other?

Trust is a fundamental aspect of any human relationship. Trust involves: - An expectation: We trust that the other person will act in a certain way, as stated in a prior commitment. - A risk: Trusting means taking the risk that the other person will not live up to the commitment made. - An attitude of openness and cooperation: The degree of trust towards

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