Managing Workforce At Goldberg, Choo And Robinson Associates | Case Study

Non-adherence to stages of team formation

The workforce is the most powerful resource in an organization. Efficient management of teams at the workplace creates a synergy that propels a firm to higher levels (Hayes, 2002). The merger of Robinson’s and Associates Limited that has a specialty in accounting and auditing with other two accounting firms led to decentralization to Brisbane, Perth, and Melbourne in addition to Sydney which was Robinson’s head office. The new company works under the name Goldberg, Choo and Robinson Associates. The human resources of the previous firms had to coordinate their operations by working as a team which brought together a team of accountants whose members were Jan, Elias, Susan and Brad working from separate locations which were the locations of the three firms (Freedman, 2012, p. 173).

There was the need for comprehensive accounts of the new organization that led to the formation of a virtual team of accountants. Carrying out operations as a team is necessary because Jan’s directed that she will work in close collaboration with Elias, Susan, and Brad from the other centralized locations which were far at distant places that meant no regular meeting (Goetschin, 2005). The financial statements of the three firms have required consolidation, and the result is reporting of a comprehensive report comprising of a comprehensive account of the state of affairs, comprehensive income statement, a comprehensive statement of cash flow and a trial balance that is also comprehensive (Boone, 2003). The team was given an objective to submit monthly reports involving their separate contracts and clients. Monthly reports had to be coordinated, and this meant that more time had to be consumed because the former accounting firms used different accounting procedures for documentation. The objective of the new accounting is in the collection, analysis, presentation and storage of information on transactions of the firms (Robert, 2015). Reports have to be submitted to the head office for compilation. Communication between the accountants had to be done through computers by use of emails and telephone and video conferencing.

Relevant steps were required to be followed to ensure that an efficient team is formed and

 developed (Armstrong, 2011). Personal differences of the members should have been resolved properly so that the people have an understanding of one another because they ought to settle on common grounds concerning their accounting objective. The goal of the team of accountants was to form was to give individual reports for compilation. Although being driven by the same goals, the members had different lines of thinking. According to (West, 2004), the attitudes varied from point to point. The usual stages of team development are much important as the effectiveness of the team.

Stages of team development and the importance of the efficiency of the accounting team are discussed below.

Putting together people who do not know one another created an anxiety environment of waiting attitude among the members. Jan’s boss did not do in right. The accountants were familiar to the objective that it was because of the merger which brought them working together (Slater, 2010). They remained formal to each other and their boss did not clarify the goals so that it could be inclusive of the personal sides of the members. The expectations and boundaries in the team could have been reviewed at this point. They should have been given time to know well each other and become at ease with everyone (Newton, 2012). The only people who had time to meet were Elias and Jan although this was just shortly and not as could have been reasonably enough. It is fund that Jan had too little time to engage with the other members due to time zone differences which made the working hours to vary. She always left office at 3:30 pm to have time with her family. This removed three hours on the time she had to interact with Brad who had a personal tendency of always arriving at work late no wonder the present misunderstandings.

Structural and behavioral characteristics

This stage occurred when Jan started dropping out. Tension increase is seen to prevail as a result of the prevalent conflicts. Susan and Brad are already having significant misunderstandings on some issues they communicated via email. Jan on the other side had been pissed off by the behavior of late reporting by the other members. Communication could have been of much importance at this stage. Similarities and achievements were not appreciated as it could have been done. Control was overlooked amidst these irritations, frustrations and impatience. Control activities at this point are frequent meetings to bring back understandings and recognition of the value in the members’ diversity (Heller, 2009).

Strength was not put in areas where the members agreed on. Elias and Jan agreed on many issues. Focus mush be placed in areas of similarities and alikeness in an effort to increase social development that is created by this strength. Training was not done for everyone to appreciate the beauty with diversity. The team was to be encouraged to facilitate everyone become comfortable with others. The team is required to be the point of focus. The conflict created by Brad not answering back Jan’s emails and his misunderstanding with Susan should have been resolved commendably (Johnson, 2013). Norming makes the team members to be more social and instills the importance of togetherness making members to put in mind others and more giving up individual feeling.

Further training of the accountants of Goldberg, Choo and Robinson Associates was essential to make them more competent.  At this time, they should have been able to solve conflicts themselves. The challenges encountered are supposed to develop the team to maturity to understand their roles and accountabilities. The team continues to be self-trained and self-motivated. Efforts and growth has to be recognized and encouraged respectively. New challenges are advised to enrich this process. (Freedman, 2012)

Goldberg, Choo and Robinson Associates chose team structure for its accountants. Accounting information of specific clients and contracts had to be reported to the head office where comprehensive reports were prepared.

• Jan is good with time management as she submitted monthly reports in time, arrived at work in time and always had a plan to meet her children for music classes at 9:30 pm.
• Elias and Jan had good social relations. They agreed on many issued, and this is because they knew the other personally.
• Jan is happy with the idea of not traveling to the locations of the other offices to perform her duties.
• Jan’s practice in communication was impressive.

The team of Jan, Susan, Brad and Elias had a profound number of weaknesses as highlighted below.

• Brad was not a good time manager, arriving at work when late always.
• Members have poor social relations. It is seen that Brad has a habit of not answering emails, Susan and Brad have a misunderstanding and they are not working to solve it.
• Jan does not like the idea of traveling so much because she looks after her family and this creates the negative attitude.
• Elias, Brad, and Alice always send their reports when it is too late.
• There is inefficiency as more time and energy are being expended in the new practice.
• The team is given a new strategy to attract new shipping firms to the business before they can even develop themselves. That was too early(Armstrong, 2011).
• The team members have poor communication among themselves.

Ways to improve the effectiveness of the team

I recommend the following be done to improve the efficiency of the team.

a) The team should be supported and encouraged to meet regularly to know each other at a personal level and get at ease working together (James, 2002).

b) Training needs to be done so that the member gains necessary professional skills and competence. Training will include diversification in knowledge as all the team members had expertise.

c) The leadership in the firm should be principled to eliminate instances such as late arrival at work and prompt submission of reports.

d) A collaborative infrastructure with adequate communication resources such as video conferencing equipment should be set up especially at Perth.

e) Dissenting opinions of the members should be properly recorded and revisited when solving similar situations.

f) The team should be allowed to have a reasonable time to develop before being given challenging tasks.

g) The orientation of the members is required so that everyone gets to know their roles and familiarize with the new firm.

h) The management should provide a collaborative environment so that the team catches the feeling of being part of the company.

i) Each team member should be encouraged to have a personal commitment to their roles.

Conclusion

To sum up, everyone has to take the interests of the firm before the personal interests. Practical solutions will be a result of assistance from the whole team in a mutual relationship. The management has to play its role in managing and developing the team. A team is a unit it the firm under the supervision of those oh higher ranks and needs a conducive environment to be efficient (Heller, 2009). Among the management factors that influence team performance is motivation, communication, targets, performance review and a good understanding of each team member at a personal level. Implementation of the above report will lead to the attainment of the goals of the group and those of the firm at large.

References

Armstrong, M. (2011). Managing People: A Practical Guide for Line Managers. London: Kogan Page Publishers.

Boone, D. K. (2003). Go Virtual: The Road to Superior Team Management. London: Authot House.

Freedman, R. (2012). Team Management. Raleigh: Lulu.com.

Goetschin, B. (205). Team Management Operating Guide. Witney: Alternative Communications.

Hayes, N. (2002). Managing Teams: A Strategy for Success. Andover: Cengage Learning EMEA.

Heller, R. (2009). DK Essential Managers: Managing Teams. London: DK Publishing.

James, D. (2002). Personal Development and Team Management. Shanghai: Financial World.

Johnson, L. (2013). Computer Incident Response and Forensics Team Management. Oxford: Newnes.

Newton, R. (2012). The Management Book: Mastering the art of leading teams. Cambridge: Pearson UK.

Robert, B. (2015). Multivariate Complexity Analysis of Team Management Problems:. Berlin: Universitätsverlag der TU Berlin.

Slater, R. (2010). Team Management (Collins Business Secrets). New York: HarperCollins Publishers.

West, M. (2004). The Secrets of Successful Team Management. Manchester: D. Baird.