1. The Situation and Ethical Dilemma
Once in a lifetime while working in my workplace, I was given an opportunity to lead a team of six members to initiate a marketing campaign. All six members were selected from my own department and we were supposed to perform sales promotion activities all across the town. I faced an ethical dilemma when two of six members took the whole credit for the work which was performed by other four members. This way, I encountered problem related to ineffective team management. It became difficult for me to motivate my team and increase the work productivity as other four members felt alienated with the process .
2. Two Possible Courses of Action
When the problem was brought to light as one of the members reported the issue directly, I decided to take some effective courses of actions to bring transparency in performance evaluations and appraisals. For this, one action that I was supposed to take is to assign every team member with a specific responsibility and task. Second action which I should have taken was to document the performance of every team member. Both of these courses of actions were feasible because the actions brought transparency into records and removed any biasness so that none of the members could take advantage of other colleagues since every activity was documented and everyone was assigned with specific tasks.
3. The Reason for Taking a Particular Action
In an attempt to bring transparency into team’s activities and so that none of the members could take advantage or credit for other’s work, I implemented both of the policy actions outlined in section 2 of this paper. First, I got every team member involved with active participation in the promotional activities. Then, it was necessary that each member should be assigned a specific task depending upon his competence and later, the performance was documented so that none of the members could take advantage of other’s efforts. I also gave chances to my team members to speak up in the meetings about any major or minor issue they might have faced . With the passage of time, the performance improved dramatically and none of the team members were able to take credit for the professional activity performed by others.
Works Cited
Carpenter, Mason Andrew and William Gerard Sanders. Strategic Management: A Dynamic Perspective ; Concepts. Pearson Prentice Hall, 2009.
Smith, Jacquelyn. 9 Things You Can Do When The Boss Takes Credit For Your Work. 30 April 2013. 17 November 2014 <http://www.forbes.com/sites/jacquelynsmith/2013/04/30/9-things-you-can-do-when-the-boss-takes-credit-for-your-work/2/>.
