ec 14 ... AA ezto.mheducation.com C Home Gradebook / LDR/308T: Commun... x M Question 12 - Wk 4 - Apply: Mus... Discussion 4 - Apply: Museum of Springfield Case [due... i Saved Help Save & Exit Submit Consider the scenario below, and answer the questions that follow. 2 Paul Georgakis is the new media coordinator at the Museum of Springfield. He is working on the biggest assignment of his career: developing the website for the museum's forthcoming new show "Images of Springfield." The exhibit is being underwritten by Midwestern Industries, and museum curator Mary Weston has told Paul that the board of trustees is counting on the exhibit's success to open the door to more corporate support. "If that happens, we'll have a shot at becoming a top-quality regional museum," Mary tells Paul. "I don't have to tell you how important that is to 2 of 2 the board of trustees." Mary might as well have said, "I don't have to tell you how important this is to your career." Along with Paul, the project team for the website includes four other members: . Elaine Dorsch is the site's designer. Bringing San Francisco-based Elaine on board was a coup for Paul. She has created sites for several world-class organizations, and she took the museum job for a deeply discounted fee because she grew up in Springfield and wants to give something back to the community. . Roger Chilton, a history professor at the local branch of the state university, is the content expert on the exhibit and the accompanying website. His specialty is the influence of business and government institutions on underprivileged groups in nineteenth-century U.S. society. . Julia Winger is the corporate liaison with Midwestern Industries. She has made it clear that her company is glad to support the museum and that it expects to be recognized for doing so. "Doing good can help Midwestern Industries do well," she told Paul. . Mary Weston, Paul's boss, represents the museum's administration and board of trustees. The website project got off to a good start. But lately, several problems have developed. On a practical level, it has proved almost impossible to get all members to attend the last few meetings. Because Elaine is based in San Francisco and Julia's office is in Minneapolis, it has been difficult for both of them to squeeze in visits to Springfield. Even more disturbing has been the growing tension, as it has become clear that Roger's exhibit includes some disturbing images and stories. Julia recently sent the team an e-mail saying, "Midwestern Industries isn't contributing several hundred thousand dollars to upset the community." Roger replied, "It isn't a historian's job to make people happy." Paul is growing worried that either Roger or Julia may pull out of the project, and either scenario would be a disaster. Finally, it has become clear that Elaine views any suggestion for revising her design as an assault on her artistic talent. 'I don't tell you how to run your museum or Midwestern Industries," she says. "You're the experts in your own fields, and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Paul knows that emotions will be strong during the meeting, no matter how effective he is at setting the tone. To help keep the ES PRAAA ezto.mheducation.com C he Gradebook / LDR/308T: Commun... x M Question 11 - Wk 4 - Apply: Mus... P Discus ly: Museum of Springfield Case [due... i Saved Help Save & Exit Sub and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Emotions are likely to be strong during the meeting, but Paul can help start the meeting off right by creating goodwill. Which of the following are effective ways he can do this? Check All That Apply Paul should ask everyone to take a minute to share what is going on in their personal or professional lives. Paul should ask all of the participants to avoid multitasking during the meeting. Paul should ask all meeting participants to remain silent and not interrupt while others are speaking. Paul should identify the purpose and goals of the meeting to help focus the discussion. TES PRANC... AA ezto.mheducation.com a Gradebook / LDR/308T; Commun... x M Question 12 - Wk 4 - Apply: Mus... Discussion ly: Museum of Springfield Case [due... i Saved Help Save & Exit Submit and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Paul knows that emotions will be strong during the meeting, no matter how effective he is at setting the tone. To help keep the discussion focused and efficient while protecting participants' rights, Paul plans to follow_ , a set of rules that will guide the meeting. Multiple Choice consensus O parliamentary procedure O the meeting minutes O nominal group technique TES FRANC... AA ezto.mheducation.com C ome Gradebook / LDR/308T: Commun... x M Question 13 - Wk 4 - Apply: Mus... Discussion ply: Museum of Springfield Case [due... i Saved Help Save & Exit Submi talent. "I don't tell you how to run your museum or Midwestern Industries," she says. "You're the experts in your own fields, and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Which of the following are benefits Paul could derive from encouraging virtual teamwork? Check all that apply. Check All That Apply He may find it easier to schedule and hold meetings. He would find that virtual teams tend to level status differences. He would no longer have to build personal relationships with other members. He could choose to simply ignore members with whom he disagrees. TES FRANCAA ezto.mheducation.com a me Gradebook / LDR/308T: Commun... x M Question 14 - Wk 4 - Apply: Mus... P Discu ply: Museum of Springfield Case [due... i Saved Help Save & Exit and the accompanying website. His specialty is the influence of business and government institutions on underprivileged groups in nineteenth-century U.S. society. Julia Winger is the corporate liaison with Midwestern Industries. She has made it clear that her company is glad to support the museum and that it expects to be recognized for doing so. "Doing good can help Midwestern Industries do well," she told Paul. Mary Weston, Paul's boss, represents the museum's administration and board of trustees. The website project got off to a good start. But lately, several problems have developed. On a practical level, it has proved almost impossible to get all members to attend the last few meetings. Because Elaine is based in San Francisco and Julia's office is in Minneapolis, it has been difficult for both of them to squeeze in visits to Springfield. Even more disturbing has been the growing tension, as it has become clear that Roger's exhibit includes some disturbing images and stories. Julia recently sent the team an e-mail saying, "Midwestern Industries isn't contributing several hundred thousand dollars to upset the community." Roger replied, "It isn't a historian's job to make people happy." Paul is growing worried that either Roger or Julia may pull out of the project, and either scenario would be a disaster. Finally, it has become clear that Elaine views any suggestion for revising her design as an assault on her artistic talent. "I don't tell you how to run your museum or Midwestern Industries," she says. "You're the experts in your own fields, and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Because they are all based in the same area, Mary, Paul, and Roger should not waste time with virtual team technologies when working on issues that do not involve the out-of-town team members, Elaine and Julia. True or False True False STE FRANCA Juiz... AA ezto.mheducation.com C ome Gradebook / LDR/308T: Commun... x M Question 15 - Wk 4 - Apply: Mus... P Discus ply: Museum of Springfield Case [due... i Saved Help Save & Exit Su talent. "I don't tell you how to run your museum or Midwestern Industries," she says. "You're the experts in your own fields, and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. A tense personal relationship among teammates might encourage a leader to deploy a team member in the role of Multiple Choice O harmonizer. O blocker. O participation encourager. O summarizer. AA ezto.mheducation.com C Home Gradebook / LDR/308T: Commun... x M Question 16 - Wk 4 - Apply: Mus... P Discussion pply: Museum of Springfield Case [due... i Saved Help Save & Exit Submit talent. "I don't tell you how to run your museum or Midwestern Industries," she says. "You're the experts in your own fields, and I am in mine. I know what I'm doing, and you just have to trust me." Paul's boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track. Which of the following norms would most likely help Paul's team through its current troubles? Multiple Choice O Handle business for coworkers who are away from their desks. Refuse to admit mistakes. O Do not ignore others' ideas. O Do not celebrate successes. TES PRANC