...Q. How would you compare the Army Crew team to other types of organizational teams? What are the key similarities and differences? What lessons can we learn from the Army Crew team? A. The Army Crew team and other types of organizational teams in companies resemble each other to some extent. Both have a shared goal among team members and have a leader of them. They are based upon trust and cooperation. Motivation or team morale is also significant to achieve their goals. The better the teamwork is, the more they achieve. However, they are quite different from other perspectives. The Army Crew team has a coach, the absolute power existing outside the team, besides a leader inside the team. In the instruction a coach has made, players decide what to do. They have less autonomy to do what they want independently and usually their positions are decided, which is hard to change once it fixed. The Army Crew team has a goal and it is clearly divided into actual race and practice race. They are operated by Coach more strategic than typical organizational teams. On the contrary, other types of organizational teams just a leader inside the team. They do not really have a practice and actual projects and team members have much freedom. They can express their own opinions to be reflected for their strategies. Teamwork in organizational teams is an important factor to achieve goal, but not overwhelming as much as in the Army Crew Team. Also, their roles are not obviously divided because...
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...THE ARMY CREW Case Study 1. Why does the Varsity team lose to the Junior Varsity team? The Varsity Team looses to the junior varsity team because the team lacks leadership, and some of the members view themselves more valuable personally, then they value the team as a whole. Some of them believe that “it is they that carry the team”. Because of this the team does not work as a cohesive unit. Those who do not believe that they are team leaders, have also started to loose moral, and in turn performance, as they believe that they are the weakest link, In the JV boat, the members heavily focus on working as a team, and aim to support their teammates appose to focusing on why they are the most important members. This increased psychological advantage plays into using their physical strengths to their full extent. 2. What should the coach have done differently earlier in the season? At what point should he have intervened differently? The coach established the V boat team as a higher status than the JV boat team. Because the two boats race one another, setting a precedent that one is better than the other, actually benefit the lesser team. The JV boat has nothing to loose, while the V boat is already “the best”. If the coach had made the teams viewed as equal earlier in the season, he may have been more success in igniting competitive spirit in the V boat. This psychological aspect of team dynamics would have been a key issue to address earlier in...
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...the Varsity Team lose to the JV team? Because a crucial element in the sport of rowing is the performance of the team as a whole, there must be a high level of trust and confidence among the team members in order to enhanced personal and group confidence. A tremendous amount of harmonized collaboration of individual efforts is required to reach synchronization in rowing. Therefore, winning teams are those that are the most synchronized, exhibiting exemplary collaboration among their rowers. The Varsity boat consistently loses to JV because its members don’t work together as a team. Coach P did not sufficiently facilitate the kind of team building necessary for success: discussing team goals, establishing a sense of trust or leadership, and recognizing the potential for disruptive behaviour and conflict. According to the Five-Stage Team Development Model, groups develop into effective teams through a sequence of stages: forming, storming, norming, performing, and adjourning. Applying this model to the progress of the Army crew boats makes clear that while the Varsity team is still storming and has yet to create structure or norms, the JV team demonstrates the clear communication and mature problem solving associated with a team in the performing stage. Contrary to expectations, JV members would rather remain with their teammates than be promoted to the Varsity boat, evidence of a truly cohesive team. The Varsity...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...The Army Crew Team Introduction: This case is about a frustrating situation that Colonel Stas Preczewski also known as Coach P., the coach of the Army Crew team for the United States Military Academy at West Point, who faced with total twist between his two teams. The Junior Varsity (JV) crew boat - consisting of the bottom eight rowers beat the Varsity (V) – top eight rowers, during practice and in some races. This was not supposed to happen, because of the speed, strength and coordination of the Varsity team. Coach P. had made many attempts to gather information that would help him to understand and resolve the unusual situation, but nothing had worked. One week before the culmination of the season, the National championship race, competing with over one hundred other schools, Coach P. deliberated over several options. He made a radical action that would be to acknowledge how the Junior Varsity team was better than the Varsity team. The first option was when he simply promoted the whole JV team to the Varsity boat for the race. The second option was to switch a small number of individual members of the two boats and the third option was to keep the current team members in each boat, but to try to intervene to improve the performance of the Varsity team. Facing with this problem, Coach P. held a meeting with the team members to discuss about the problems among the team. Diagnosis: Coach P. lacked leadership and needed to address the real problem which was no team spirit...
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...(Coach P.) of the Army Crew team for the United States Military Academy at West Point believes that he has a championship caliber team. His rowers worked hard throughout the entire off-season, focusing on their physical abilities and rowing technique, and were eager to begin training camp at the Atlanta Retreat. Here, Coach P. implemented a number of commonly employed methods for objectively ranking the rowers from top to bottom. The top eight would form the Varsity team, and the bottom eight would form the Junior Varsity (JV) team. While at training camp, Coach P. made his selections for each team. He then confirmed his results by pitting the Varsity and JV boats in a race that Varsity won handily. Upon leaving Atlanta, the coach was unaware of the challenges to soon arrive. To Coach P.’s dismay, the Varsity boat’s impressive initial performance wasn’t an indicator for their future success. As the season progressed, his Varsity boat, consisting of the statistically highest quality rowers, would routinely lose in races against the JV boat. Since all the facts supported that the Varsity boat was comprised of the best rowers, the coach was dumbfounded as to what course of action was to be taken. As the JV team continued to defeat the Varsity throughout the season, the Varsity team struggled with various issues. The stress of their low performance combined with the humiliation of losing to an inferior team was a recipe for a disaster. As a result, the Varsity team members grew distant...
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...Behavior – MBA545 The Army Crew Team Case Analysis Team Overview: This analysis is based on a crew team at West Point coached by Colonel Stas Preczewski. He has been a crewing coach for 9 years for both the Varsity and Junior Varsity Teams. This particular crew team races shells that are narrow and 60 feet long. The crew is made up of 8 rowers; one of the rowers is the “Coxswain” that steers the boat. The Coxswain is considered the leader of the team. His/Her responsibility is to carry out the strategic plan that the coach lays out. The top 8 individuals are chosen for the Varsity Team and the bottom 8 for the Junior Varsity Team. Current Situation: This sport consists of unique mental and physical attributes. The best teams have a balance of the following attributes: * Individual Strength * Rowing Technique * Psychological dimensions * Program organization Crew originated in 1856 with the first race being between Harvard and Yale. Races are typically 3.5 miles long and usually consist between 20 and 60 shells. They race against the clock instead of head to head, due to the amount of shells competing and the course. In order for a team to be successful they need to work as one. Individual strength and endurance is a key to success; however, team work is the essential success factor. If a team doesn’t work as one throughout the race, the smallest detail can inhibit them from success. Once rhythm is broken with the team, it will immediately...
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...Army Crew Team Case Study While reading through this case study it becomes evident as to why JV manages to outperform the Varsity team even though the varsity team consists of the best crew members. We can understand why this happened by first evaluating the actions and behavior of the varsity members. To begin, the varsity team is made up of members who think mostly about themselves rather than being group oriented. It is clear that this causes distrust among the team so when the team encounters failure they revert to blaming one another. This is seen throughout the many emails sent between the crew members. Then during the races the varsity members tend to have no motivation to compete; eventually leading to their defeat. Now the JV team on the other hand manages to avoid many of these difficulties by utilizing their strong team commitment and trust among all members. This can be seen through the JV team’s acceptance of the CEP training and the positive group criticism seen throughout the team email. In a sport like rowing, the soft skills such as team work and communication are just as important as physical skills like strength and endurance. In order for a team to be successful they must have some physical capability but most importantly they absolutely must have coordination and motivation among the crew members. Since the Varsity was picked solely based off their strength and speed they lack many of the required soft skills that the JV team exhibits which allows the JV...
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...Team 2 Case Analysis: The Army Crew Team Team Members Course • Key Strategic Issue: The main issue is that the coach lacks of timeliness in response to the Varsity team’s internal issues. The coach noticed there were issues between the team members based on past indications, but he chose not to act on it in a timely manner. His choice of intervention should’ve been sooner in order to prevent further disruptions within the Varsity team. Alternative Courses of Action: Intervene to improve the Varsity boat’s performance: The coach can interject his opinions on why the performance is lacking such as by showing the errors. Moreover, since the members are low on morale the coach could implement group-based activities to encourage bonding and unity within the team. Switch individual boat members: The coach can replace members that show lack of performance to race in the competition. Furthermore, he can create a new team (from both Varsity and Varsity Junior members) based on personality test so he can be sure that every member on the team is compatible with each other. Switch the Varsity and Junior Varsity boats: Since the Junior Varsity team is more confident in their ability to perform for the upcoming competition; the coach should use them as the main team. This allows the Varsity to recover and regain their confidence as competitors for the next year competition. Recommended Course of Action: Our recommended...
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...Case Analysis For The Army Crew Team I. Introduction The Army Crew Team is in utter frustration since the team that consisted of the top 8 members with excellent strength and condition, rowing technique, and psychological dimension kept frequently losing the JV team before the national championship race. Facing with this problem, Coach P. hold a meeting with the team members to discuss about the problems among the team. Now on, he has to make a decision among the choices of switching the Varsity and Junior Varsity boat, switching individual boat members or intervening to improve the Varsity boat’s performance. II. Problem identification 1. The members of Varsity don’t cooperate with each other and there are so many problems in the Varsity Team on the aspect of relationships, responsibilities, resources and rewards. Relationships: No leader but some disrupters in the team. They do not communicate with each other. Responsibilities: Team members just complained about others and don’t cooperate with each other. Rewards: they do not care too much about winning. 2. The coach P. is not a good machine operator to complement each member with its strengths and advantages to improve the productivity of a whole team but just like a manager of a production line to combine each member together. He does not have the appropriate means to communicate with team members and motivate the team. And he should find the...
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...elite Iraqi units with a single killing blow. It was a difficult assignment, made more so by the weather conditions. The winter of 1990/91 was one of the wettest on record in the Persian Gulf, and had been a major problem during the preceding six weeks of the Desert Storm air campaign. Now the wind was howling, causing a sandstorm that was grounding the Army’s aviation assets and limiting visibility to as little as a thousand meters. Air reconnaissance was limited mostly to signals intelligence data, which meant that finding where the IRG divisions were located, would be up to the 2nd ACR. Like the prairie horse soldiers of 150 years earlier, the troopers of the regiments would grope forward until they physically ran into the enemy, in this case the IRG Tawakalna Division. Generally known to be the best and most aggressive of the various IRG formations, Tawakalna was the unit that would bear the brunt of the coming battle with VII Corps. As 2nd ACR moved forward, the regiment’s three squadrons were line abreast from north to south. Each squadron had two of its three cavalry troops forward, with the other and a tank platoon in reserve behind. In 1991, armored cavalry troops were company-sized units, each with 9 M1A1 Abrams tanks, 13 M3A2 Bradley cavalry fighting vehicles, and a handful of M113-based mortar carriers and other vehicles. On the right (south) side of 2nd...
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...“No branch of the Army has suffered a greater identity crisis than Field Artillery, as a result of transformation, COIN-centric operations and non-standard manpower demands of OIF/OEF. The once-mighty ‘King of Battle’ has been described by one of its own officers as a ‘dead branch walking.’ This statement was published in a white paper entitled “The King and I” authored by three ex-maneuver brigade commanders. This paper was recognized widely by the senior leaders of the Army and everyone understood the importance of the issues in the FA. After twelve years of persistent conflict the Army Field Artillery Branch is declining at an alarming rate, there is a continuing deterioration in the Field Artillery skills from section and platoon level through command (FA Center of Excellence). In order for the Artillery to remain reliable and allow the maneuver commander supremacy on the battlefield they will need assistance from a competent higher Field Artillery Headquarters (DIVARTY). DIVARTY is critical for the future of the Army and will allow the Artillery to focus on its three main war fighting functions of fires- deliver fires; integrate all forms of Army, joint and multinational fires; and conduct targeting (ARDP 3.09). The (fire support observer controller (OC) team at a JRTC rotation in 2010 found was that the soldiers on the guns, as well as the officers in leadership positions, were unaware or untrained on the basic skills required to conduct delivery of fires. The majority...
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...Assignment 1: Different Leadership Styles in the Uniformed Public Services A leadership style is how the task is approached while motivating and instructing a team. Without an effective leader the completion of the goal is reduced. Leadership Styles The authoritarian leader tells people how they want things done without discussing it with others. This style is commonly seen used in services such as the Army, where a strict role of discipline is expected from soldiers under higher commands. In war, there is no time to think so a set task can help prevent deaths and mistakes. It also helps newer recruits know what to do when they need to. Authoritarian leadership is useful when working with time restraints and deadlines. These leaders often keep their team motivated which allows jobs to be finished quickly and effectively and allows the best equipped to be making decisions. However, it may lead staff to feel unappreciated and angry. This style can also prevent staff from developing their own initiative. Communications can break down and in the long run the employees can lose their drive for the job. The democratic leader encourages people to be part of the decision making process. The leader is still in control, however, this leadership style allows others to use their personal experiences and expertise to help the team. An example of this style could be at a community meeting with the public; they bring forth their suggestions but in the end it is the leader that has the...
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...Robin Hood Case #1 Delta 4: MGT 515 Organizational Theory & Behavior Case Synopsis: In the case by Joseph Lampel, Robin Hood sets out to form allies among a group of men with the intentions of revolting against the Sheriff. Over the next year, Robin Hood spent his time forming the group to develop a disciplined crew able to successfully remove the enemy from office, the Sheriff. Robin took the initiative and was the person making the important decisions and the person delegating specific tasks. As training continued, the size of the band got increasingly larger and excitement for the project grew. Over time, however, the size of the band became a concern because discipline was becoming harder to enforce, food capacity was being exceeded, and game was becoming scarce. As the Sheriff himself grew stronger and became more organized, Robin and his men were falling behind. Sheriff success was attributed to being well regarded by Prince John. At the end of the case, Prince John invites Robin to join the conspiracy in return for future amnesty and despite his reservations; he attends but still prepares himself and his men for the upcoming raid. Discussion Question: Select one of the following motivation theories and explain in detail how you would use them to motivate the Merrymen: Maslow’s Hierarchy of Needs, Goal –Setting, Reinforcement, or Expectancy. [3-4 Pages] According Robbins & Judge, Maslow’s Hierarchy of Needs suggests there are five needs that...
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...LEADERS BOOK INDEX CHAPTER 1. PERSONNEL DATA 2. BATTLE FOCUS 3. EQUIPMENT DATA 4. TRAINING MANAGEMENT 5. SCHEDULED EVENTS 6. PHONE LISTINGS 7. REFERENCES CHAPTER 1 PERSONNEL DATA 1. DAILY PERSONNEL STATUS 2. PERSONNEL ASSET INVENTORY STATUS 3. PERSONNEL DATA DAILY PERSONNEL STATUS DATE: ___________ AUTHORIZED: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ ASSIGNED: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ PRESENT FOR DUTY: OFF: ______ NCO: ______ ENL:______ TOTAL: ______ TDY:_____ STATE SIDE LEAVE: ______ PASS: ______ IN CITY LV: _______ OFF CQ/SDN CO: ______ ON CQ/SDNCO: _____ IN PROCESSING: ______ OUT PROCESSING: ______ PROFILE: _______ HOSPITAL: ______ APT: ______ CON LEAVE: _______ KIA: ______ WIA: ______ MIA: ______ AWOL: ______ DAILY PERSONNEL STATUS DATE: ______ RANK NAME STATUS ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________ ________ ______ ________________________________...
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