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For this Short Answer Assessment, you will answer a series of short answer items to demonstrate your understanding of how to manage high-performing teams that effectively communicate, collaborate, and resolve conflicts. Assessment is based on the information provided in the “SolarComm Communication and Collaboration Team Biographies document.” Read the document, then complete the Assessment.InstructionsAccess the following to complete this Assessment:
SolarComm Communication and Collaboration Team Biographies
LM008 Short Answer Submission Form (with Rubric)
Academic Writing Expectations Checklist
To complete this Assessment:

Download the Academic Writing Expectations Checklist to use as a guide when completing your Assessment. Responses that do not meet the expectations of scholarly writing will be returned without scoring. Properly formatted APA citations and references must be provided where appropriate.
Download the LM008 Short Answer Submission Form, which includes the Rubric for this Assessment. Complete the form adhering to the criteria presented in the Rubric.

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This Assessment requires submission of one (1) document, a completed Short Answer Submission Form. Save this file as LM008_firstinitial_lastname (for example, LM008_J_Smith). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.
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lm008_assessment_solarcommcommunicationandcollaborationteambiographies.docx

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LM008: Managing High-Performing Teams
Short Answer Submission Form
Your Name: First and last
Your Email address: Your email here
Instructions
This Competency includes a Short-Answer Response Assessment. Write your response to each prompt below in the space provided. The Rubric,
which will be used by the Competency Assessor to evaluate your responses, is beneath the prompts. Carefully review the Rubric rows associated
with each prompt to provide a complete response.
When writing your response, begin typing where it reads “Enter Your Response Here.” Write as much as needed to satisfy the requirements of
the prompt (as defined in the Rubric). Be sure to support your responses with connections to professional sources.
Your Assessment responses require references (in APA style) to support your thinking. You will list your references at the end of this template
where “References” are noted. If you need additional information regarding how to correctly cite, and/or reference sources, please visit the
Walden Writing Center at http://academicguides.waldenu.edu/writingcenter/apa/citations
To learn more about effective paraphrasing strategies, visit the Walden Writing Center at
http://academicguides.waldenu.edu/writingcenter/evidence/paraphrase/effective
©2015 Walden University
1
Review the following example item and response for a sample that meets expectations.
Sample Prompt:
Choose a definition of organizational culture, and explain whether you agree or disagree with the definition. Use examples from your
own professional experience to support your response.
Response:
Whitehurst (2016) explained “organizational culture is defined by how people in an organization interact with each other” (para. 2).
While I agree that this is one aspect of organizational culture, the definition does not capture the complex factors that contribute to
organizational culture. When I started my first job after finishing my undergraduate degree in business, I worked for an organization
whose main headquarters were in Dubai. When I traveled to Dubai for the first time, I realized that the culture of the Dubai office was
largely influenced by the society’s culture in Dubai. I found that the organization lacked one cohesive culture and that, depending on
regional locations, each office had its own culture. International organizations often face many challenges in maintaining a cohesive
organizational culture (Watkins, 2013). I found this observation to be true in my experience. For example, the Dubai office seemed to
endow their employees with more allowance for self-direction when compared with our domestic offices. Although people’s
interactions with one another contributed to the organization’s culture, there were other factors like location, management style, and
societal norms that impacted a business culture as well.
References
Watkins, M. D. (2013, May 15). What is organizational culture? And why should we care. Harvard Business Review. Retrieved from
https://hbr.org/2013/05/what-is-organizational-culture
Whitehurst, J. (2016, October 13). Leaders can shape company culture through their behaviors. Harvard Business Review. Retrieved from
https://hbr.org/2016/10/leaders-can-shape-company-culture-through-their-behaviors
Note: References are included at the end of a Short-Answer Assessment but are included here as an example of an accurate APA
reference list.
©2015 Walden University
2
1. Using the information provided in the SolarComm Communication and Collaboration Team Biographies case study, identify two or more
employees on the team who may not get along, and explain why. (1–2 paragraphs)
Your Response
Enter your response here.
Rubric
0
Not Present
1
Needs Improvement
2
Meets Expectations
3
Exceeds Expectations
Sub-Competency 1: Describe strategies to effectively help team members who do not get along.
Learning Objective 1.1:
Identify employees
who may not get along
and the source of
conflict.
Employees who may not
get along are not
identified.
Two employees who may
not get along are identified
and the explanation of the
source of conflict is vague,
missing, and/or not logical
given the business context
presented.
Two or more employees
who may not get along are
clearly identified.
An explanation of the
source of conflict between
the two employees is
present, logical, and
relevant to the business
context.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
The response
demonstrates insights not
readily apparent and is
supported by examples
from relevant
academic/professional
literature.
2. Describe two strategies to ensure the team members identified in prompt #1 work effectively together.
Your Response
Enter your response here.
Rubric
Sub-Competency 1: Describe strategies to effectively help team members who do not get along.
©2015 Walden University
3
Learning Objective 1.2:
Describe strategies to
effectively help team
members who do not
get along.

Description of strategies to
effectively help team
members who do not get
along is not present.
Description of only one
strategy to effectively help
team members who do not
get along is stated or
strategies are vague,
unclear, or not relevant to
the business context
presented.
Description of two
strategies to effectively
help team members who
do not get along is clearly
stated.
The two strategies
described are relevant to
the business context
presented.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Descriptions of three or
more strategies are
provided or the strategies
are highly innovative and
creative solutions
developed in support of
the response.
3. Describe three conflicts that may arise between employees of SolarComm Communication. Explain why each conflict may arise given the
employee characteristics and other contextual factors. (3–4 paragraphs)
Your Response
Enter your response here.
Rubric
Sub-Competency 2: Plan interventions to help teams constructively engage in and benefit from conflict.
Learning Objective 2.1:
Describe potential
conflicts that may arise
among employees in
specific work contexts.
©2015 Walden University
Description of potential
conflicts between
employees is not present.
Descriptions of only two
potential conflicts
between employees are
present, or descriptions
are vague or inaccurate
given the business context.
Descriptions of three
potential conflicts
between employees are
clearly stated.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Potential conflicts are
accurate and logical based
on the business context.
Description includes
detailed explanations or
scenarios illustrating why
conflicts may arise.
4
4. For each conflict identified in prompt #3, plan an intervention to help the team constructively engage in, and benefit from, conflict. (3–4
paragraphs)
Your Response
Enter your response here.
Rubric
Sub-Competency 2: Plan interventions to help teams constructively engage in and benefit from conflict.
Learning Objective 2.2:
Plan interventions for
potential conflicts in a
way that will engage
team members and
benefit the team.
Plan describing
interventions for potential
conflicts is not present.
Plan includes interventions
for only one potential
conflict between
employees.
Plan is weak in terms of
helping the team members
constructively engage in
conflict.
Plan is weak in helping the
team constructively
benefit from conflict.
Plan is somewhat relevant
to the business context.
Response is not supported
by academic/professional
resources, or the resources
are not relevant.
Plan includes interventions
for two potential conflicts
between employees.
Plan helps the team
members constructively
engage in conflict.
Plan helps the team
constructively benefit from
conflict.
Plan is clearly relevant to
the business context.
Response is supported by
relevant
academic/professional
resources.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Response includes
examples of interventions
that are highly innovative
and creative solutions to
the challenges of the
business context and
include evidence of their
potential efficacy, such as
descriptions of
professional experience or
additional evidence from
reputable sources in the
literature.
5. Describe two organizational attributes that may foster collaboration and high performance. (1–2 paragraphs)
©2015 Walden University
5
Your Response
Enter your response here.
Rubric
Sub-Competency 3: Promote organizational attributes that will foster collaboration and high performance.
Learning Objective 3.1:
Describe organizational
attributes that may
foster collaboration
and high performance
of teams.
Description of
organizational attributes
that may foster
collaboration and highperformance teams is not
present.
Description of only one
organizational attribute
that may foster
collaboration and highperformance teams is
stated or descriptions are
not clearly stated or
relevant to the business
context.
Descriptions of two
organizational attributes
that may foster
collaboration and highperformance teams are
clearly stated.
The attributes are relevant
to the business context
presented.
Response is not supported
by academic/professional
Response is supported by
resources, or the resources relevant
are not relevant.
academic/professional
resources.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Response includes
examples of organizations
with attributes that foster
collaboration and high
performance along with
supporting evidence, such
as professional experience,
cases, or articles from
reputable sources.
6. Describe two organizational attributes that may hinder collaboration and high performance. (1–2 paragraphs)
Your Response
Enter your response here.
Rubric
Sub-Competency 3: Promote organizational attributes that will foster collaboration and high performance.
Learning Objective 3.2:
Describe organizational
attributes that may
©2015 Walden University
Description of
organizational attributes
that may hinder
Description of only one
organizational attribute
that may hinder
Descriptions of two
organizational attributes
that may hinder
Response demonstrates
the same level of
achievement as “2,” plus
6
hinder collaboration
and high performance
of teams.
collaboration and highperformance teams is not
present.
collaboration and highperformance teams is
provided or two are
provided but not clearly
stated.
The attributes are not
relevant to the business
context presented.
Response is not supported
by academic/professional
resources, or the resources
are not relevant.
collaboration and highperformance teams are
clearly stated.
The attributes are relevant
to the business context
presented.
Response is supported by
relevant
academic/professional
resources.
the following:
Response includes
examples of organizations
with attributes that hinder
collaboration and high
performance along with
supporting evidence, such
as professional experience,
cases, or articles from
reputable sources.
7. For each organizational attribute, described in #5 and #6, describe one action you will take to promote collaboration and high performance
within SolarComm Communication.
Your Response
Enter your response here.
Rubric
Sub-Competency 3: Promote organizational attributes that will foster collaboration and high performance.
Learning Objective 3.3:
Describe actions that
will enhance
organizational
attributes that foster
positive collaboration
and high performance
of teams.
©2015 Walden University
Description of actions that
will promote collaboration
and high-performance
teams is not present.
Description includes only
one action that will
promote collaboration and
high performance of teams
or the action described
does not reflect
approaches to promote
collaboration and high
performance.
Description includes two
actions that will promote
collaboration and high
performance of teams.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
The description is accurate
and the actions are
relevant to the business
context.
Response includes
examples that are highly
innovative and creative
solutions to the business
7
The actions are not
relevant to the business
context.
Response is supported by
relevant
academic/professional
resources.
Response is not supported
by academic/professional
resources, or the resources
are not relevant.
context and include
evidence of their potential
efficacy based on
professional experience,
scholarly articles, or cases
from reputable sources.
8. Describe two team-leadership strategies to promote effective collaboration and teamwork. (1–2 paragraphs)
Your Response
Enter your response here.
Rubric
Sub-Competency 4: Develop team leadership strategies to promote effective collaboration and teamwork.
Learning Objective 4.1:
Describe team
leadership strategies to
promote effective
collaboration and
teamwork.
Description of team
leadership strategies to
promote effective
collaboration and team
work not present.
Description includes only
one team leadership
strategy to promote
effective collaboration and
teamwork or the strategies
are vague or not relevant
to the business context.
Description includes two
strategies to promote
effective collaboration and
teamwork.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Descriptions of both
strategies are clear and
relevant given the business
context.
Response includes
examples that are highly
innovative and creative
solutions to the challenges
of the business context
and include evidence of
their potential efficacy
based on professional
experience, scholarly
articles, or cases from
Response is not supported
by academic/professional
resources, or the resources Response is supported by
are not relevant.
relevant
academic/professional
resources.
©2015 Walden University
8
reputable sources.
9. Identify two strategies that would ensure effective communication within the SolarComm team. (1–2 paragraphs)
Your Response
Enter your response here.
Rubric
Sub-Competency 5: Apply strategies to ensure effective team communication.
Learning Objective 5.1:
Describe strategies that
would ensure effective
communication in
teams.
Description of strategies
that ensure effective
communication in teams is
not present.
Description includes only
one strategy that would
ensure effective
communication in teams
and description is unclear
or inaccurate, or strategies
are not relevant given the
business context.
Description includes two
strategies that would
ensure effective
communication in teams.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Descriptions of both
strategies are described
clearly and accurately, and
the strategies are relevant
given the business context.
Response includes
examples of strategies that
are highly innovative and
creative solutions to the
challenges of the business
context and include
evidence of their potential
efficacy based on
professional experience,
scholarly articles, or cases
from reputable sources.
Response is not supported
by academic/professional
resources, or the resources Response is supported by
are not relevant.
relevant
academic/professional
resources.
10. For each strategy, you identified in prompt 9, describe two ways you will apply them effectively to the team. (2–3 paragraphs)Your
Response
Enter your response here.
©2015 Walden University
9
Rubric
Sub-Competency 5: Apply strategies to ensure effective team communication.
Learning Objective 5.2:
Describe the ways to
apply strategies that
ensure effective
communication in
teams.
Description of a way to
apply the strategies is not
present.
Description of a way to
apply one strategy to
ensure effective
communication in teams is
provided.
Strategies are vague and/
or inaccurate.
Strategies are not relevant
to the business context.
©2015 Walden University
Description of one way to
apply each of two
strategies to ensure
effective communication
in teams is provided.
Strategies are clearly
described and are relevant
to the business context
presented.
Response demonstrates
the same level of
achievement as “2,” plus
the following:
Examples of applications
along with supporting
evidence, such as
professional experience,
cases, or articles from
reputable sources are
included in the response or
applications, that are
highly innovative and
creative solutions, are
developed to solve the
challenges of the business
context.
10
References
©2015 Walden University
11
SolarComm Communication and Collaboration Team Biographies
Name: Sean Flannigan
Functional Group: Engineering
Title: Lead Power Systems Engineer
Location: Boston, MA
Years of Experience: 27
Education: PhD, University of Virginia
Skills: Leadership and employee management; project management; technology and risk assessment;
financial modeling; budgeting; working knowledge of power systems and components; photovoltaic
systems design; contract review and negotiation; working knowledge of regulations; and construction
monitoring
Diverse Cultural Perspectives: Although he would not think of himself as privileged, Sean has
progressed in his education and career by identifying goals and working hard until he achieved them. He
attributes all of his success to his work ethic. Sean finds common ground with people most easily when
they share his interests in science, math, and a functional design.
Characteristics: Analytical; creative; interested in mechanical and technical projects; performs well in
technology-focused leadership roles; highly process-oriented; strong verbal and graphical
communication skills; data-driven; and a scientific approach to decision making
Behaviors: Sean meets annual project requirements on time and budget. He and his team act
autonomously and with minimal oversight in the field. He requests access to research findings, thorough
documentation, and other evidence of efficacy before adopting a new product or process. He speaks
candidly when he sees reason for concern. Because his work requires him to spend a lot of time
managing a team in the field, he prefers brief, tactical phone calls instead of extended, strategy
meetings.
Background: Sean has been a lead power systems engineer for 6 years. Before that, he spent 10 years as
a systems engineer for a major utility company in the western United States, where he managed a large
team of technicians. Prior to that, he was a respected research scientist at a large state institution. The
other power systems engineers at SolarComm elected Sean to speak for them and defer to Sean if asked
for more participation. They provided Sean with a year of records showing that a dozen essential
components arrived behind schedule. Records also showed that four major components were not
manufactured to specification. Many of the Engineers told Sean that SolarComm’s problems originated
from poorly negotiated procurement agreements that do not penalize the manufacturer when problems
occur.
©2015 Walden University
1
Name: Irma Trujillo
Functional Group: Procurement
Title: Procurement Manager
Location: Austin, TX
Years of Experience: 6
Education: Bachelor of Science, Economics
Skills: Logistics and planning; thoroughly knowledgeable in SolarComm systems, including databases,
presentation tools, and contracts database; able to understand and communicate highly technical
information in a global, cross-functional, and multicultural work environment; and is fluent in English
and Spanish
Diverse Cultural Perspectives: Although Irma’s parents made little money, when she was young they
paid for her to tuition at a private, college-preparatory school in the suburbs of Houston, Texas. She has
never forgotten the sacrifices they made to ensure she would have more opportunity than they did. She
is no stranger to prov …
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