NCO113 (Online)

TEAMWORK IN THE MODERN

WORKPLACE
Tutor Marked Assignment
Submitted by:

Name PI No.

Woo Chee Horng J2070490

Instructor’s Name: Ms Toh Hung Yi

Submission Date: 22 February 2024

Question 1 (40 marks)

The zoom meeting video paints a vivid picture of the reality of the ever-changing situations
and unexpected challenges everyone faces in their day to day lives. I role-played as Jon, the
finance manager in the zoom meeting, who is eager to provide solutions for the challenges
faced by their companies. The team will need to react, adjust, and adapt to navigate complex
dynamics so that they can overcome and resolve the situations they are faced with. Through
their words and actions, the zoom meeting team demonstrated open communications and
willingness to express concerns and discuss solutions opening which foster transparency and
collaboration. However, Bob’s confrontational tone and Toby’s generic apology initially
created unnecessary tension which may hinder open communication. Although Jon and Jake
had proactively helped Toby resolve the issue of financing and human resources staffing
issue, Toby’s reliance on others for solutions could lead to delays and lack of clarity in
decision-making.

Toby: The accountable dedication leader

Toby, the GM of Excel, takes accountability for the communication lapse due to the sudden
resignation of the project manager resulting in lost man hours. He prioritizes in finding and
hiring replacements for their project manager so that the delays in the projects will be
minimized. He also encourages open communication and collaboration, emphasizing the need
to work together towards shared goals and critical matters at hand. While his leadership skills
are commendable, his initial lukewarm apology seems generic and insincere and his reliance
on other for solutions could be perceived as a lack of decisive action. This can have a
snowball effect on the possibility of future projects and collaboration for the companies. Toby
will need to address root causes openly so that similar situations will be minimized and
prevented in the future. He also needs to always encourage constant feedback and
communication amongst all team members and not just during meetings. This can create a
safe space for concerns and suggestions which foster sense of belonging and responsibility
for all in a company.

Bob: The pragmatist with assertive leadership

Bob, the PD of Excel, pragmatic and assertive leadership style. He acknowledges the urgency
of the current situation and demands solutions, keeping the team focus on the immediate
concerns of budget and human resources allocation and timeline for project completion. He
readily assumes the additional responsibility of overseeing the project in Indonesia,
showcasing his commitment and willingness to go on ground to do the hard work. However,
his emphasis on budget constraints seems more confrontational than collaborative, which
may potentially create unnecessary tension within the team. He can soften his approach by
emphasizing collaboration over confrontation and working together to find solutions. Instead
of solely focusing on budget constraints, Bob can brainstorm alternative financing options
such as crowdfunding or relocate funds from other projects which are less critical to Excel to
support Quantum’s project. Furthermore, Bob’s undertaking of overseeing the project in
Indonesia can potentially overload himself. He can explore the possibility of delegating the
task of overseeing the project in Indonesia to other team members based on their expertise
and empower them to take ownership. Bob should also be more open to compromise and
adjustment when necessary, instead of rigidly adhering to initial deadlines and budget.

Jon: The proactive problem solver

Jon, the finance manager of Excel, is a resourceful and solution-oriented leader. He

proactively analyses the budget, offering a feasible $5000 monthly allocation while
suggesting cost adjustments. He further demonstrates initiative by proposing alternative
financing options and facilitating vendor discussions. His expertise in the finance sectors is
an asset to the company, contributing to a sense of control and progress amidst the
challenges. While Jon readily offers solutions within his financial expertise, he did not
explicitly take ownership of any specific task or responsibilities beyond facilitating vendor
discussions. Taking ownership of a specific action item, like analysing the impact of project
delays or identifying potential financial risks could further demonstrate his commitment and
leadership within the team. Instead of just mentioning “tight budget”, Jon can provide a
detailed breakdown of project cost and potential areas for cost savings. This can provide
insights to everyone to understand the situation better and identify solutions or proposal to
improve the situation. Jon can also share updates regularly on project finances, including
budget projections and spending trends. This transparency builds trust and empowers team
members to make informed decisions.

Susan: The collaborative diplomat

Susan, the PD of Quantum, demonstrates a diplomatic and collaborative approach. She

emphasizes transparency and working together to overcome the challenges, appreciated
Toby’s willingness to collaborate on the funding and revisiting the agreement to discuss about
the terms and conditions. Susan acts as a bridge between departments, seeking common
ground and fostering a sense of shared responsibility. Her focus on securing funding and
negotiating deadlines showcases her commitment to both Quantum and Excel needs and the
overall project success. While Susan is open to discussing solutions, she seems more reactive
than proactive. She did not offer specific suggestions or take initiatives in tackling the
challenges beyond securing fundings and negotiating deadlines. Instead of solely focusing on
Quantum’s needs, Susan can actively seek common ground with Bob to find solutions that
benefit both parties. This fosters a sense of trust and commitment for collaboration and
problem solving. Furthermore, Susan can provide data on the specific impact of delays on
Quantum’s project such as lost revenue and additional cost, therefore strengthening the case
for a project extension.

Jake: The efficient implanter

Jake, the HR Manager of Excel, exhibits an efficient and action-oriented approach. He readily
accepts Toby’s suggestions to find potential project managers to fill the gap and assures
prompt action to prevent further delays to the timeline of the projects. His focus on
implantation and adherence to instructions ensure smooth progress within his area of
responsibility. While Jake openly addresses the immediate challenges of budget allocation
and project completion, he did not delve deeper into the root causes behind the project
manager’s sudden resignation. Reasons like work overload, team dynamics, or company
culture or norms could help prevent similar issue from happening in the future. Jake can
streamline the hiring process by considering utilizing internal talent pools, leveraging on
recruitment agencies, or hiring freelancers to fill in the vacancies for the project manager and
design manager quickly. Jake can also reach out to potential candidates who fit the profile
actively to fill the vacant positions. After potential candidates has been selected, Jake can
ensure a smooth onboarding process to help integrate them quickly by mentoring or induction
program and becoming productive members to the team.

In conclusion, the Quantum project zoom meeting was not a picture-perfect success.
However, it was not a disaster either. While immediate actions were crafted and
communication remained open, deeper issue require attention. Dedicating time to root cause
analysis, long-term plans and leadership solutions is crucial to the success of the projects.
Embracing these discussions and proactive measures and approach can strengthen team
dynamics and ultimately meet customer needs. Collective commitment to transparency,
adaptability and uncovering root causes holds the key to unlocking Quantum’s true potential.

Question 2 (60 marks)

Personally, I have worked in a shipping company and have had somewhat similar experience.
I was working as the logistic manager of a Global shipping company and it was a fast-paced,
dynamic environment, where deadlines were tight, and precision was paramount. But the
outbreak of the Covid-19 pandemic threw our schedule into disarray, forcing us to navigate
uncharted waters and test the limits of our teamwork.
One particularly challenging project that stand out in my memory was the delivery of critical
shipment of medical supplies to a region battling a surge in Covid-19 cases. The pressure was
intense, and lives literally depended on our successful shipping. As a meticulous planner, I
thrived on organization and clear communication. My color-coded spreadsheets were my
bible, and I meticulously tracked every detail of the shipment’s journey. My other colleague
Jenson was the sales representative, he was a master of building relationships and adapting
and adjusting on last-minute changes and his optimism during challenging times are
sometimes unbearable to me.
The pandemic presented a constant barrage of obstacles. Port closures, labour shortages and
skyrocketing freight cost threaten to derail our carefully laid plans. I felt the weight of
responsibility crushing on me, my frustration heightened due to the repeated delays. Jenson,
ever the optimist, tried to reassure the clients, but his promises often clash with the harsh
reality I presented. The tension reached a boiling point during a crucial meeting with one of
the client representative, Charles. Jenson, desperate to maintain goodwill, assured them on a
dateline which I deemed was impossible to meet after looking at my spreadsheet. I choked by
the pressure and blurted out the truth saying the shipment is bound to be significantly
delayed. Charles, understandably upset, accused us of incompetence and threatened to cancel
the contract. The room was filled with tension, and it was a stark reminder of the dysfunction
brewing within our team. Amidst the tension filled room, a voice broke the silence. It was
Queenie, the young finance analyst, usually quiet and reserved, spoke of the need for
transparency and collaboration during challenging times, and to leverage on our different
strengths to overcome the obstacles.

Her words sparked a shift in all of us. We began to open our minds and work as a team rather
than being rivals to each other. I shared my detailed data, painting a realistic picture of the
situation. Jenson, his initial optimism tempered by reality, offered insights into the client’s
concern and potential alternatives solutions. Queenie, with her fresh perspective, helped
bridge the gap between our different approaches. Although we did not find a magic solution,
we did forge a new path forward as a team. We drafted a revised communication plan,
acknowledging the delays while offering alternative options and realistic timelines. We also
implemented a more collaborative work culture in our company, with regular check-ins and
open communication between all stakeholders.

The pandemic continued to throw curveballs, but our team navigated them together with their
newfound understanding and collaboration in their work culture. We learned that effective
teamwork was not about uniformity, but about leveraging individual strengths and fostering
open communication, and acknowledging shortcomings and suggest methods to address
them. Even during conflict and chaos, effective teamwork can be key to navigating
challenges and achieving shared goals.
Looking back, I realised many key takeaways about teamwork, collaboration and
acknowledging shortcomings. My meticulous planning and Jenson’s quick thinking, initially
perceived as opposing forces, became the foundation for a balanced approach. My color-
coded spreadsheets provided the roadmap and timeline, while Jenson’s optimism and
adaptability navigated the unexpected detours. This experience highlighted the difference in
working style and personalities are not obstacles, but complementary pieces in the puzzle of
working in a team.

After being enlightened by our young analyst in the meeting, I realized the importance of
open communication and transparency. Initially, my focus on the harsh reality clashed with
Jenson’s attempt to maintain goodwill for the clients. It was a painful clash and led us to
come to a common understanding that hiding the truth only fuels mistrust and hampers
problem-solving. Only by sharing information openly, even when it is difficult, foster trust
and allows for collective solutions and innovative ideas for work arounds.

Furthermore, the ever-shifting and changing lockdowns and restrictions caused by the Covid-
19 pandemic demanded flexibility and adaptability. Clinging to rigid plan in the face of
constant disruptions would be a suicide. By learning to adjust, adapt, accommodate, and
embrace alternative solutions, we can overcome many difficult challenges and problems.
These adaptabilities become our life raft, reminding us that effective teams are not static
entities but dynamic organisms capable of evolving with the tide.
Finally, the experience highlighted the importance of shared responsibility and ownership.
The initial pressure on me as the planner had created an unhealthy burden for me and my
team. However, when everyone felt invested in the success of the project, from Jenson’s
client relationships to Queenie’s fresh perspective, the weight shifted. This shared ownership
and common goals fostered a sense of commitment and encourage everyone to go the extra
mile, ultimately strengthening the team’s resolve.