Case Study: Team Building at the Colorado Symphony Orchestra

Question1

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According to Dessler (2012), team building in any endeavor or business has always been complicated. Equally, it was not an easy task to inculcate cohesion among members of the Colorado symphony orchestra. Nonetheless, credit must go to the CSO musicians for a perfect work done as far as team building is concerned. There are various aspects that prove that the CSO team building is successful. In this discourse, eight major elements of team building have been underscored. They are the requisite blocks for CSO team development.

Among them is the cooperative team approach. It is one of the pillars of any team that has plunged into a certain errand. It involves members coming together and attacking a problem in unison. Looking at CSO, members know what is best for their group. Hence, they have come together to ameliorate their group. In essence, cooperative approach is the staunch way of solving group challenges. It is likened to brainstorming in a discussion or a debating forum.

Another element that is apparent in CSO is the Great Spirit in members. Each member is mindful of the other. Members are concerned with the growth and development of one another. That is why they offer support to one another by causing self-actualization amongst them. This is another crucial trait of a successful group (Bogaert et el., 2012). The CSO management is one of the best of its kind. Unlike other types of managements, the CSO puts its members first in its plans. It is an important aspect since stability of the group is hinged on the commitment of members. As a result, the CSO management has attracted this commitment by prioritizing member welfare at the expense of any other business in the CSO.

Trust is a key attribute in a team. It fosters cohesion as well as unity among members. Through trust, activities in the group have successfully been handled. It is ascribed to the fact that both the CSO management and members can execute their duties without suspicion or favor. The wish to develop each others capabilities is another significant block that has made CSO successful in its endeavor. Team work can only be a success if members realize the strengths and weaknesses of one another. Having unearthed such aspects, they need to help one another in developing capabilities. It is exhibited in CSO and it has made this group one of the best in Colorado.

Delegations and barrier elimination is another building block that characterizes CSO. It is a group that has got numerous chores to be performed. In some situations, the management is overwhelmed with work. To ensure that nothing is left undone, the management always delegates certain duties across members to ensure that all barriers of success in the group are destroyed.

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The CSO management always inculcated into its members the urge to stick to the mission of the group. Each member has been educated about the chores of the group as well as its objectives. In that light, members know exactly what they should do at any given time of the day. Mutual accountability is another reason that makes CSO a force to reckon. Members of the group are aware of the repercussions of causing chaos in the group. They also know the outcomes of their decisions. Consequently, they have embraced mutual accountability. It has made activities in this group flow smoothly. Lastly, there is a common approach to teamwork. Members are savvy to the advantages of working together. Thus, they have stuck to the principle of cooperation.

Question 2

Noteworthy, the CSO is on the right track. However, it needs the new executive director to add some skills to the group by coaching members (Dessler, 2012). It will accord members a chance to acquire additional skills in the realm of music. Among his duties is fostering continued cooperation, encouraging member commitment, and providing general directions to group members. These are key strengths of the group. If the new executive can manage to accomplish these, he will definitely earn the tag as one of the most successful executives of CSO. Situational leadership is necessary if the new executive wants to succeed in this group. With this kind of role, he is able to adapt to the dynamics that characterize the CSO and its members.

Question 3

One would expect the CSO structure to augur well with other orchestra groups only if they subscribe to the concepts, values and techniques that the CSO uses. In any case, the Colorado symphony orchestra has been tested, and proven to be one of the best managed orchestra groups in not only Colorado but also in the entire nation. Being a group with flexible members, the CSO can also work with other groups which show some glimpses of seriousness in the world of orchestra music.

Question 4

There is a monumental discrepancy between conducting an orchestra performance and leading a group of orchestra performers. While any member would effectively execute the latter, the former needs a trained conductor (Bogaert et el., 2012). To conduct an orchestra performance, one needs the musical skill. On the other hand, leading a group simply requires the management skills. Even though an orchestra team could work independently, it needs a leader or a conductor to provide direction during the performance. Basically, the level of organization is futile during the performance. Members are not expected to act meticulously as they do off the performance stage. As a result, a conductor must be present to facilitate harmony in the orchestra performance.

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