The criteria for team effectiveness include productivity, personal satisfaction, and commitment from team members to one another. In the case study of West Coast Transit, the firm is at a critical juncture in its business: a competitor is beating it in terms of pricing, sales are dropping, and the marketing team must act fast to regain market share or layoffs are very likely to occur. For Pete Denson, Lea Jing, Jon Mahonney, and Katarina Tanney, the pressure is building. Jing alone seems poised, composed and ready to tackle obstacles—but she is leaving in a month for a new assignment. Tanney is facing personal/family issues outside of work and they are weighing on her. Mahonney is calm but does not contribute much other than to place the focus back on Jing and Tanney. Denson loses his cool and explodes at the team—“We all have problems, we all have complaints. Let’s just all get it out now! Are there any other complaints?” (Grand Canyon University, 2016, p. 2)—which prompts Tanney to walk out. This paper will analyze the case study by comparing Denson’s team to how an effective team should look and operate by moving through all five of Tuckman’s stages, communicating, and leading.
West Coast Transit Case The West Coast Transit case study gives an example of a team that is at odds with itself. There is lack of respect, appreciation, and aim overall. The marketing team has been tasked with rescuing the company before its competition bests it in the market place. However, the team is simply not where it needs to be: Jing is leaving soon, Tanney has personnel issues that are
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