Reference no: EM133508718

Mary is an experienced manager at a large high-tech semiconductor manufacturer. She is highly regarded by senior leadership because she gets results. However, she is known by her peers and subordinates to have a reputation for being demanding and to have her favorites on the team. She is selective about who she shares important information with and she picks and chooses people for important projects based on who is in her "in-group." John and Samantha are her two particular favorites and she seems to trust them above the others. Other members of the team can see this and many of them resent it. The teams workload has been increasing in recent months while there have been no new additions to the team. This is putting more pressure on team members and team meetings are becoming tense as people are withholding information and blaming each other when things do not get done. A lot of conflict and finger pointing is occurring both at meetings and outside of meetings and one of the long-term members is threatening to quit the team.

Question 1.

Identify what ineffective strategies Mary is using and discuss the impact on the team. Suggest at least three effective strategies she could use and why?

Question 2.

Using the concept of Team Mental Models (TMS), identify what mental models Mary could use to mitigate the conflict on the team, destress the group dynamic and maintain her long-term team member.