Description
Click on this Link to Read: Strategy Statement: The Case of Airbnb starting on page 30 at the end of Chapter One. INSTRUCTIONSAfter reading the case, describe how Brian Chesky and Joe Gebbia are creating a team-based culture. In your description identify best practices from the case in building a team. Summarize best practices from team leaders and appraise the value of emotional and social intelligence in creating a team-based culture. (See the attached Word document for Week 1 Interactive Lectures for more details on best practices from team leaders and appraise the value of emotional and social intelligence in creating a team-based culture). Your paper should be 3-5 pages long and conform to Business Writing Format APA guidelines. Include at least 2 scholarly references.
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MBA560 Week 1 – Interactive Module Lecture
Module 1
People and Teams
Overview
People matter. People are at the heart of an organization’s success. In this module best
practices in creating and developing teams are examined. Effective team member
behaviors, including leadership behaviors, provide a relevant context in building effective
teams. Other topics in this module that support team member behavior include respecting
each team member as a unique contributor to the success of the team, displaying
emotional and social intelligence, and building relationships.
Objectives
1. Identify best practices in building a team.
2. Summarize best practices in team leadership behavior.
3. Appraise the value of emotional and social intelligence in creating a team-based culture.
1.1 People – Finding the Right Person for
the Job
Finding the Right Person
Before any business activity is completed, people are needed to support that activity. This
statement brings up the importance of hiring the right people and placing people into the
right positions. The best starting point is creating a job analysis.
Click through the tabs to learn the answers to key questions about job analyses:
What is a job analysis?
A job analysis is a detailed document that includes the types of work required for a specific job
position. A job analysis is more detailed than a job description and is used to create a job
description and interview questions.
What is included in a job analysis?
A job analysis includes specific work activities, the attributes, skills, and characteristics required to
perform the job, and the context of the job activities.
How do I create a job analysis?
To gather information for analysis a variety of methods are used including observation, interviews,
questionnaires, and even accessing expert participation.
What do I do next?
After a detailed list of activities is completed, a job description is created that aligns with the job
analysis. The next step is creating a job opening announcement to advertise the position. In
conjunction with creating the job opening announcement, selecting where the job will be
advertised determines who will see the job posting. An important part of this process is to comply
with employment laws and regulations to encourage bias-free language and open the position to
all qualified applicants.
After the Analysis – Interviewing Applicants
Interview questions should be created based on the job analysis to ask questions that
reveal a candidate’s qualification for the position. A good approach is to request that all
candidates submit a resume and cover letter. These documents are reviewed to shorten
the pool of candidates that meet the criteria for the job. Interview questions that focus on
past examples result in greater accuracy of the responses. For example, asking an
interview question that starts with, tell me about a time in which you were frustrated by a
project that didn’t turn out as you expected, will result in a more accurate response than
asking a question focused on how a person might handle a frustrating situation. Each
interview question should have a direct relationship to the job analysis. In this example
question, the job analysis identified that a person working in the position requires high
levels of maturity, problem-solving, and openness to change. This method is called
the STAR interview method. The idea is to have the candidate describe a situation, the
task involved, the action that was taken, and the result of the situation. When this process
is completed correctly, the candidate won’t know if the answer was correct, or incorrect
since the interviewer is looking for specific information that aligns with the job analysis.
Image Transcript: The image above shows the S (situation): Describe the situation you
were in; T (task): Describe the task you had to do, highlighting challenges,
constraints, deadlines and issues; A (action): Describe the action you took,
highlighting teamwork, leadership, initiative, integrity, etc.; R (result): Describe the
outcome of your actions, highlighting achievements, improvements, cost saving,
delivery, etc.
If interview questions are focused on the future, what a person might do, people respond
with a perfect world type of answer. For example, if a person was asked what type of
spouse they would be, or what type of parent a person would be, the answers would
reflect how people hope they would behave. No one answers these types of questions to
say I am a rigid person who expects meals to be served at exactly 6:00, or I get angry if my
coffee is cold, even though these behaviors might be how the person normally thinks and
acts. Phrasing the question to focus on a past situation requires remembering a past
sequence of events, a much more accurate and truthful response that provides greater
clarity in determining if the candidate is a good fit for the job.
1.2 Best Practices in Building an Effective
Team
Best Practices in Building an Effective Team
There are few jobs that require an employee to work on their own as jobs have become
more complex requiring a greater range of skills and talents. This means that almost all
jobs require working within a team, and oftentimes, working within multiple teams. Given
that work requires team collaboration, what is the best approach to working on a team?
There are specific steps that when followed, will result in a more functional team
environment. The first step is getting to know each other and building relationships with
team members. In the U.S., typically people want to immediately take action and focus on
the tasks and outcomes for the project. But taking the time to establish rapport and build
relationships with team members opens the door for honest interactions that support the
success of the team. When team members have established a relationship with each
other, team members feel comfortable asking for advice, help, or clarification, and team
members will know which person on the team is the best person able to answer the
question or call for help. This can save the team time and increase accuracy and
productivity.
A commonly used tool for teams is a team charter. Creating a team charter provides more
opportunities to learn about each other as well as define expectations for the team.
Although each team charter is unique to the people involved and the expectations for the
team, most team charters include the following information:
Team Charter Components
• who is on the team
• attributes of each team member
• contact information and contact preferences
• agreement to support each other
• an agreed-upon vision for the team
• norms and expectations
• communication expectations
• an agreed-upon culture including ethical expectations
• a process for resolving disagreements
• task assignments and check-in points
• task and vision alignments
After taking the first step in building your team through relationship building and
completing a team charter, the next step is to focus on the deliverables assigned to the
team. The delivery timelines and quality of work should be discussed in the team charter
activity. A discussion should also take place on how to handle delays that might come up in
completing the project. There is always the possibility that someone is called into another
project unexpectedly which could delay completing the assigned activities, illnesses or
family situations are also possible disruptions in completing activities. Discussing how
these types of situations will be handled as part of the team charter decreases team
member stress and provides guidance and support for the team members. As team
members complete a team charter, consider any ethical aspects that need to be built into
the charter. For example, the team charter could include a requirement that all actions
should include a discussion regarding any ethical aspects related to the decision or action.
Qualities of an effective team include success-driven, commitment to team members’
success and delivery of a quality product, and an openness to being flexible while focusing
on the vision for the team. The vision for the team includes how team members will
interact as well as what the process and final outcome looks like. Keep the advice
provided in this first module in mind throughout the course to find opportunities to apply
this material over the next eight weeks of the course. Working on a high-functioning team
creates synergy and should be an enjoyable experience.
1.3 Social and Emotional Intelligence
Social and Emotional Intelligence
As both an individual and a team member, social and emotional intelligence are essential.
Do you believe that how you handle yourself at work determines your success? If so, then
you are aware of the importance of emotional intelligence and social
intelligence. Emotional intelligence is recognizing your feelings and being aware of how
your feelings impact your thoughts, communication, and behaviors. Social
intelligence moves beyond emotional intelligence to focus on how a person interacts
within groups or societies. Social intelligence is attuned to how people respond or react to
information or situations and works with your emotional intelligence in determining how
to respond to the information presented by other people either through their words or
through their non-verbal communications. Review examples of social and emotional
intelligence in the graphic that follows, then read on to learn more about each type of
intelligence:
Emotional Intelligence
Emotional intelligence is the ability to monitor and control your emotions. For example,
someone could say something to you that makes you angry or defensive. Emotional
intelligence means you are aware of this reaction but also aware that responding with
anger or defensiveness is not an appropriate response. Emotional intelligence is an
awareness of the ultimate goal of the exchange rather than proving your point. Emotional
intelligence considers the other person’s emotional state before responding to the
statement. Being aware of your emotions and deciding how you want to respond is an
example of emotional intelligence. Review the following video for examples of emotional
intelligence in action:
Emotional Intelligence – Personal Development
This short animated video highlights key aspects of emotional intelligence:
Social Intelligence
Social intelligence requires high levels of emotional intelligence as emotional intelligence
is the starting point for social intelligence. Empathy is an important component of social
intelligence. Empathy is the ability to understand another person’s point of view,
perspective, concerns, and fears. Sympathy is a response that acknowledges an
understanding of another person’s situation. While empathy is the ability to understand
the reasons why a person responds in a particular manner. Not everyone has the ability to
be empathetic. Understanding another person’s reasons why they act in a certain way
requires a higher level of emotional intelligence.
EQ
In the reading material for this module, EQ is used instead of emotional
intelligence. EQ refers to emotional IQ, the intelligence to understand how emotional
maturity includes recognizing emotions and determining how emotions should be
integrated into healthy dialogues.
The material in this first module presents you with key actions and insights that will
increase your personal success and your success in working with teams. These skills and
insights could be incorporated into your team charter to help your team members build
their emotional and social intelligence.
Check Your Understanding
Answer the following questions to review key concepts from this module.
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Question #1
Question #2
Question #3
Question #4
Based on best practices in creating interview questions, which of the following is
the best interview question?
Tell me about yourself.
Describe a past experience that included a conflict and describe how you handled
the conflict.
What is your preferred leadership style?
Check Answer
What’s Next?
You’ve reached the end of this lecture. To move to the next area of the module, click on
the “next” button below. If you’d like to review any of the lecture content, use
the module link on the left side of the page or the “previous” button below.
References
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