Assignment

Question 1
Based on the scenario, a team contract is a document that defines the roles and
responsibilities of team members. Additionally, a team contract vividly explains the team
members’ expectations, values, traditions, or norms they should uphold. Ideally, a team contract
is not legally binding but explains how the team should divide the work to improve coordination.
It ensures that every member of the team is treated respectfully.
Question 2
The Johari window is a concept that was developed back in the 1950s. It asserts that
particular elements of one’s trait that are only known to themselves and others exist.
Additionally, the Johari window concept explains that traits only known to oneself and not others
exist. Remarkably, human beings always learn new things about themselves and how other
individuals perceive them.
Question 3
High LMX relationships are beneficial to employees, employers, and the organization.
First, high-LMX relationships help in building mutual trust between employees and employers.
Mutual trust is necessary for increased productivity in an organization. Additionally, high-LMX
relationships help improve employees’ job satisfaction because of empowerment, which
translates to improved performance of an organization.
Question 4
The acronym GRPI represents goals, roles, processes, and interpersonal relationships.
The GRPI model plays a vital role in making effective teams.
Question 5

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The GRPI model can be used in different ways. First, the GRPI model can be used to
establish any potential causes of team dysfunction. One can examine the processes and
interpersonal relationships of the team to establish any problems between team members.
Additionally, the GRPI model can raise awareness about performance issues within a particular
team. Notably, the roles of each team member can be reviewed to establish individuals who are
not working diligently and encourage them to improve.
Question 6
Some factors are considered unproductive in team exercises. One of the factors is the lack
of coordination between team members. Ideally, effective teams require high levels of
coordination (Rico et al., 2019). Poor communication between team members can lead to
conflicts and unproductivity. Poor dissemination of information between team members is
detrimental to the team’s productivity. Also, disruptive personalities in a team are likely to
augment unproductivity in team activities.
Question 7
A critical examination of empowerment and delegation indicates a salient difference
between them. The key difference between them is that empowerment raises leaders while
delegation raises followers. Notably, empowerment allows employees to make decisions that
they think are right on their own, encouraging employees to become leaders. On the other hand,
‘delegation’ only drives employees to act on behalf of their leaders.
Question 8
Multi-skilling is a practice that enables employees to develop a set of competencies that
enable them to work in other areas in which they do not have expertise. It is vital to acknowledge
that multi-skilling helps employees develop a varied set of skills, making them flexible in their

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workplaces. In most instances, multi-skilling is used to increase job security for employees as
they can work in any department in an organization.
Question 9
Whereas some Key Performance Indicators are often used to establish a team’s progress,
especially in establishing whether employees are performing at their optimum or not, others are
not recommended. For example, velocity, which tells how fast a team meets its goals, is often not
advised (Budacu & Pocatilu, 2018). When velocity is used, some team members may be tempted
to use shortcuts to meet the team’s goals, which mostly results in shoddy work.
Question 10
The SMART acronym is useful in management because it helps in setting goals. In
management, goals should be well-defined, and the SMART acronym helps achieve that because
it defines specific, time-bound, relevant, measurable, and attainable goals. Notably, SMART
goals often drive performance in organizations.
Question 11
One aspect to avoid when giving feedback is being general. Notably, feedback should
always be clear and precise and address a particular issue. Additionally, it should be from the
individual relaying it and not a third party (Hardavella et al., 2017). Also, the individual relaying
the feedback should not sandwich negative feedback between positive messages.
Question 12
When building a cooperative work environment, a lack of trust between team members is
not beneficial because it makes it difficult to work together. Additionally, ineffective
communication is not beneficial because it leads to misunderstandings, ultimately derailing the
decision-making process’s progress.

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References

Budacu, E. N., & Pocatilu, P. (2018). Real-time agile metrics for measuring team performance.
Informatica Economica, 22(4).
Hardavella, G., Aamli-Gaagnat, A., Saad, N., Rousalova, I., & Sreter, K. B. (2017). How to give
and receive feedback effectively. Breathe, 13(4), 327-333.
Rico, R., Gibson, C. B., Sánchez-Manzanares, M., & Clark, M. A. (2019). Building team
effectiveness through adaptation: Team knowledge and implicit and explicit coordination.
Organizational Psychology Review, 9(2-3), 71-98.