Sidle (2007) talks about the role of dissent in effective teams. Can you describe a time when you were on a team that encouraged dissent? What happened?

 Actually, there are a number of jobs that I have done and at one time, I was placed as the team leader in a small project management firm. In accordance with the management, it was not ineffective to have dissent in the team. Due to it, the management of team became quite difficult for me. In fact, there was a time when the team was unable to produce the desired results. The practice of dissent caused team members to have their own ideas and they worked upon these ideas without sharing them. This caused the team to have different outcomes which were not useful at all. It only had an adverse influence on the workforce efficiency.

Think of a leader you know. Which model of leadership best describes his or her behaviour? Please be specific in your answer.

            John Paul Dejoria is quite a famous leader and I have been inspired by him. His leadership and behaviour are explained precisely by the Vroom-Jogo Leadership model. The reason why this model fits John Paul is because he changes his leadership behaviouraccording to the situations. With the use of this model, John makes different decisions which are suitable for the specific situation for which they are made. Therefore, it can be said that the behaviour of John can be explained perfectly by the Vroom-Jogo Leadership model.

What were are the key problems facing Qantas?

            Some of the major problems which are faced by Qantas include ineffective resolution of problems, mistrust, lack of communication, and lack of collaboration among executives. Due to it, the organisational efficiency is being influenced significantly. Even though the issues are minor and they are not complicated, executives are unable to resolve these issues. The team members are quite competent and they have a lot of experience. However, they do not have the necessary collaboration which is needed for the resolution of issues and development of efficiency.

What do you recommend Qantas do and why? When making your recommendation consider the following: the timing, the messages themselves, the medium, and the frequency of the messages.

            Qantas should ensure that effective communication is developed among the team members as it would serve to help them in sharing their views and developing a mutual sense of responsibility. For the first three weeks, communication initiatives should be implemented and in the last week, the results of communication should be recorded and evaluated. The message should be to communicate with each other and consider the opinions of others. Collaboration should also be conveyed to the team members.

Why is the team having trouble coordinating and sharing information? Why aren’t they able to work together?

Other than the duties and the responsibilities that are not clearly explained in the executives members of the team that could be based on the performance of the each team member in the team work. CEO is also blamed for employing excess of the workforce that is excess over the requirements that’s why company have to face problem of over efficiency. There is also issue causing an absence of execution and knowledge about the skills that are required in the comp-any work. Similarly, there was question in all the divisions with each feeling that they should not communicate their information to different offices or the companies. The dependence of the offices on the CEO to offer different management programs prompted poor compromise as the CEO also was not in acceptable terms with certain work of departments. Furthermore, the collaboration didn't exist in the work, and all representatives focused on working freely, which is unbelievable in any organization since capacities are dependent on one another. It is significant that the CEO was the sole supplier of giving directions and strategies, as saw in the progress from Carlock to Howell to deal with the organizational issues. In this way, every one of these issues could be viewed as at the appointed time one significant risk that could be mitigate. This hazard is underperformance and business disappointments could lead to the poor performance.

What about Barker himself? What does he need about his own behaviour to make the team more effective?

The CEO of company Camron Barker had expected the job of the sole leader and considered that all the responsibilities have to fulfil by him and he had to more compatible that he could get the desired position in the market. He never counselled his official authority really taking shape of choices and he could handle all the matters according to his wills but he considered whole team as efficient that all could give better opinion on different issues. He accepted that he had the best thoughts and that they were not defective but also other members are eligible to make better choices in the decision making. He gave rules and headings to the labourers concerning the obligations they expected to perform. Appointing all representatives their assignments caused absence of attachment as each focused on working freely in this way, all the workforce work efficiently in the project. He never permitted the representatives to converse with one another as they accomplished their work or to change the work according to illogical perspective. This prompted brokenness and poor business execution and helps Barker to lead his team effectively. His friendly and trust showing behaviour urges the workers to work diligently in the project as all it could be possible due to the help of his behaviour.