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How did you decide when things were going wrong and needed to be corrected?
We determined how things were going by studying the quarterly report sheets as well as several charts such as net gain and production costs and then we would compare this data to our strategic plan and past trends. If it contradicted our strategic plan or falls dramatically below past trends or quarterly estimates we would adjust accordingly. For example, if our production costs were becoming too high we would have to adjust to add more training so as to help the costs go down or else we would have to sell the product for more therefore contradicting our strategic plan.
7. How did you function as a team – be specific, what worked, what problems did you have, how did you resolve them?
As a team we were able to function quite well as we had a solid all around, hard working team. We had our tasks and responsibilities arranged in a well defined manner and it was clear to each member what their tasks were so that they could function as to their specific role. However, we did have some issues with staying focused on these tasks, however well defined they might be. At times the group would go on tangents that would completely evade the task at hand. But the resolve for this case was usually just a member of the group putting in a reminder that we need to stay on topic and continue functioning efficiently as a team.
8. How did you manage your time – be specific, could you have got better or the same results in less time?
Our time was managed in group settings by determining a firm start time and an end time. This meant that we had to work diligently at managing our time in the group environme ...