Ashley Wants to Boost Teamwork
Ashley considered herself fortunate to be chosen
as the team leader for one of the newly formed teams at the insurance company
where she worked. The purpose of forming teams was to improve customer service.
Each team now had the authority to issue policies and settle claims, within
limits, for specific geographic regions. Before the shift into teams, separate
departments existed for sales, underwriting, and claims. Although the company
was profitable, it received too many criticisms about poor service,
particularly in the time required to process a claim. Sales representatives
within the company contended that the underwriting department took too long to
approve and issue policies.
One of Ashley’s first initiatives was to hold
frequent in-person meetings to discuss how service was going to be improved.
She emphasized to the team that the company had adopted the popular team
concept and that teams were empowered to look for ways to improve efficiency.
Ashley also emphasized that each team member had more responsibility than under
the department structure. Each team member would be doing some sales,
underwriting, and claims.
Team member George commented during one of the
meetings, “Just think of it, three jobs in one and being paid just the same as
before.” During the same meeting, team member Roz asked, “What’s so special
about calling us a team? I had a nice job in the underwriting department before
these teams were formed. I enjoyed that work. Now my job is more confusing.”
Ashley responded, “The company decided this was
the way to go. Trust me, everything will work out fine. Just go along with the
team idea for now.”
Four months after the teams were formed,
Ashley’s boss, James, met with her to discuss progress. James said, “Your team
isn’t making as much progress as I would like. Policies are not being issued
any faster. Customer complaints about slow claims settlements are at the same
level as before we converted into teams. The other teams are making more
progress. Does your team have a problem?”
“We do have a problem,” said Ashley. “Everyone
comes to work just as in the days before teams. They do most of the work alone,
but they send e-mail messages to each other as needed. It just seems to be
business as usual. So far, the idea of a high-producing team hasn’t caught on.”
“Are you an effective team leader?” asked James.
“I think I am,” said Ashley. “I do everything
I’m supposed to. I hold meetings, I post messages. I answer all questions asked
of me. I try to settle problems.”
“I’ll be back to you in two months to discuss
your team’s progress. I want to see some improved results in terms of better
customer service.”
Answer these questions in essay form:
1. How can Ashley be a more effective team
leader?
2. What can Ashley do to get her team more
interested in functioning as a team?
3. Based on whatever information you have found
in the case, what is your evaluation of Ashley’s charisma?
Follow the Case Study Format that is provided in
the file. You should fully analyze the case studies by first identifying the
key issues and likely root causes before you attempt to answer the questions.
The length of your post should range between 500 words minimum and 1,500 words
maximum.