MGT 521 Week 5


Your manager tells you about a new department the company will be adding that is part of the company’s strategic plan to enter a particular market segment. Your manager would like you to manage one of the teams in this new department. Your manager has put together the team you will be managing. Your new team consists of the members of your current Learning Team.

To be successful in the new market segment, your team must efficiently accomplish the goals set by the company. Your manager, therefore, would like you to develop a leadership approach for each team member on your team based on the theories of leadership and each member’s individual personalities.

Write a memo to your manager of no more than 1,400 words in which you explain how you plan to successfully lead your team. Include the following:

  • Evaluate the individuals, including yourself, based on the personality assessment.
  • Evaluate the situation in terms of urgency, culture, and so forth.
  • Determine leadership approaches, based on individuals and the situation. Highlight the principles you have applied from various leadership theories.

Format your memo consistent with APA guidelines.

Click the Assignment Files tab to submit your assignment


Your Learning Team is a team of managers of a customer call center for timeshare vacations. 

Discuss, with your team, the types of control measures you would use to see how efficient and effective an employee is. 

Discuss, with your team, the measures you would use to evaluate the entire call center.

Prepare a 350- to 1,050-word paper detailing the findings of your discussion.




The control process assumes that ________.

employees require clear directions from management

employees are underqualified and require training

specific goals for performance were already created during the planning process

employee monitoring costs are part and parcel of doing business

Bottom of Form

Correct :

Because the control process measures actual performance against standards, these standards should already be in place when the control process begins. If standards are not created during the planning process, the control process will not have a goal against which to measure actual performance.

  • The Control Process

Top of Form


An example of control criteria that can be used in any situation is ________.

number of calls taken per day

employee satisfaction

average time to process paperwork

client requests completed per hour

Bottom of Form

Correct :

Because all managers have employees, control criteria such as employee satisfaction, turnover, or absenteeism can be used in most situations.

  • Step 1. Measuring Actual Performance

Top of Form


In reviewing the results of the control process, managers could choose to avoid taking action when ________.

an employee fails to attain the standard because of internal problems

the variance between actual performance and the standard is acceptable

performance standards are acceptable, though the employees have not attained it

the variance observed from the expected performance is caused due to unrealistic standards

Bottom of Form

Correct :

Even if a variance between actual performance and the standard exists, if it is acceptable given the range of variation, a manager can avoid taking action. Managers can also choose to do nothing if the standard is being obtained.

  • Managerial Decisions in Controlling
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MGT 521 Week 5,

mgt 521 Week 5



Learning Team Reflection

In this paper, team B will discuss several control measures to see how efficient and effective an employee is to an organization.

There are several key measurements for call center employees. Based on the actual position assigned, telemarketer, fronter, closer, inbound or lead distribution I think, “transitioned calls” is the easiest to track. Call transition is appropriate in each position within a call center as it is determined by the immediate success of the conversation with the potential customer.

By tracking calls that have moved from one agent to another, presumably from fronter to closer, one can assess the effectiveness of the not only the dialog, tone of the call, the script and employee enthusiasm used during the call. Once the call has been transferred it is now up to the closer to move it one last time to a “confirm” status. This is truly the most important test of effectiveness, getting the sale. It is relatively easy to move the call with emotion or a “but wait” transition, but unless the sale is made nothing has been accomplished and therefore nothing can be measured but failure.

Measuring lost calls, hang-ups and non-closes is equally important and can be tracking using the same format, “calls lost in transition”. Obviously these calls need to be readdressed or the employees retrained to overcome objections.

By using the “transitioned or moved call” in training, employees learn how to be efficient and sell their point very quickly. Time lost in a call center is money lost and by testing during training the calls become more efficient and effective very quickly as do the employees.

An individual measure that could be taken in order to track an individual employee’s efficiency is a review of their numbers and individual volume of sales.  This can be done in many different ways.  One way to measure the employee’s numbers would be through reports.  The reports can be run yearly, monthly, quarterly or even weekly.  The frequency of the reports could be based on the situation.  A less frequent report, like a yearly report, would be more to just monitor their productivity and make sure that they are performing as expected and make any changes or suggestions as necessary.  Monthly and weekly reports could be used to compare and provide the employee with any training or disciplinary action if that becomes necessary.



interoffice memorandum


Joshua jones




team leadership


July 29, 2014


kim hinton


Good Afternoon Mr. Jones,


I am excited to hear that a new department will be added to ABC Company in order to enter a particular market segment. As per your request I am confident that I can manage the team for this task and have taken the steps necessary to determine team member personality types and leader approaches that will help bring the team together and work with minimal conflict. Below you see my findings.

First there is Frank whose personality is ENFP, which means “socializing actually gives him more energy. Also, he can be spontaneous and are highly adaptable to change, but dislikes routine and may have problems with disorganization and procrastination” (Cherry, 2013, para. 5).

Next there is Briana who has an ISTJ personality type, which means she is “quiet and reserved and interested in security and peaceful living. She possess’ a strongly-felt internal sense of duty, which motivates to follow through on tasks. Organized and methodical in their approach, they can generally succeed at any task which they undertake” (PersonalityPage, 2013).

The third member Nicole is ENFJ, which means she is “popular and sensitive, with outstanding people skills. Externally focused, with real concern for how others think and feel. Usually dislike being alone. Nicole is also effective at managing people issues, and leading group discussions” (PersonalityPage, 2013).

The Fourth member Kirill is ENTJ, which means he is “assertive and outspoken – they are driven to lead. Kirill has excellent ability to understand difficult organizational problems and create solid solutions. Intelligent and well-informed, they usually excel at public speaking. They value knowledge and competence, and usually have little patience with inefficiency or disorganization” (PersonalityPage, 2013).

My personality type is identified as ENTJ, which would work well with managing a team because I am focused, have no problem speaking up, and can handle difficult tasks.

Upon identifying my team member’s personality traits one can ascertain there will be no issue of completing tasks, but as a team we can run into a problem of so many head strong individuals, which can cause a problem for compromise.

After careful review I feel it beneficial to use an affiliative and democratic leadership approach because as the team leader I want to be fair in delegating and work cohesively as a team. The afiliative approach “emphasizes the importance of team work, and creates harmony in a group by connecting people to each other” (Murray, 2013, para. 4). The only issue with this approach is that it should not be used alone, “since its emphasis on group praise can allow poor performance to go uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated” (Murray, 2013, para. 4). The second leadership approach which I will use is democratic. The democratic leadership approach “draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group” (Murray, 2013, para. 5).



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