UNIVERSITY OF TECHNOLOGY, JAMAICA

SCHOOL OF BUSINESS ADMINISTRATION

MODULE: INTRODUCTION TO MANAGEMENT (MAN1006)

PRINCIPLES OF MANAGEMENT (MAN1001)

Unit 9 - TUTORIAL QUESTIONS – TEAMWORK

CASE STUDY – CRITICAL THINKING

Case Study: Apollo 13 - "Houston, We Have a Problem"

Background:

The Apollo 13 mission, launched in 1970, aimed to land astronauts on the moon. However, an
oxygen tank explosion two days into the mission crippled the spacecraft, jeopardizing the lives
of the three astronauts on board: Commander Jim Lovell, Command Module Pilot Jack Swigert,
and Lunar Module Pilot Fred Haise. The mission quickly shifted from a lunar landing to a
desperate fight for survival, requiring the crew and Mission Control in Houston to work together
under immense pressure.

The Challenge:

The explosion caused a loss of oxygen, power, and critical systems in the Command Module.
The astronauts were forced to retreat to the Lunar Module, designed for two people and a short
duration, as a lifeboat. They faced dwindling resources, carbon dioxide buildup, freezing
temperatures, and the daunting task of navigating back to Earth using limited power and
guidance.

The Response:

Mission Control, led by Flight Director Gene Kranz, assembled a team of engineers and
specialists to tackle the unprecedented crisis. They worked tirelessly, simulating scenarios,
devising solutions, and communicating with the crew to overcome each hurdle. The astronauts,
despite their dire circumstances, remained calm, focused, and collaborative, executing
instructions from Mission Control with precision.

The Outcome:

Against all odds, Apollo 13 returned to Earth safely. The crew's resilience, Mission Control's
ingenuity, and the collective effort of countless individuals turned a potential disaster into a
triumph of human teamwork and ingenuity. The phrase "Houston, we have a problem" became
synonymous with crisis management and problem-solving under extreme pressure.

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Questions:

1. How did the Apollo 13 mission exemplify the characteristics of a high-performing team?
What were their common goals, and how did they depend on each other's skills and
expertise?
2. How did the Apollo 13 crew and Mission Control evolve from a group of individuals into
a cohesive team? What factors contributed to this transformation?
3. Identify examples of effective team characteristics displayed during the Apollo 13
mission. Were there any instances of dysfunctional behaviour, and how were they
overcome?
4. Analyse the leadership styles of Commander Jim Lovell and Flight Director Gene Kranz.
How did their leadership contribute to the team's success in overcoming the crisis?
5. Can you identify the stages of team development (forming, storming, norming,
performing) in the context of the Apollo 13 mission? How did the team progress through
these stages under such extreme circumstances?

Essay-Type /Short Answer Questions

1. Define Teams and identify their main components.

2. Contrast the characteristics of Dysfunctional and Effective Teams.

3. Work Team Effectiveness is based on three outcomes. Name and define these outcomes.

4. Define and describe the three main types of teams.

5. Contrast between cross-functional teams and committees and give advantages of each.

6. Describe Self-Directed Teams, discussing briefly how they evolved, responsibilities and
elements, and describing at least one type.

7. Give an outline of a team’s characteristics.

8. Describe the stages of team development.

True or False
9. A group of two or more people who interact and coordinate their work to accomplish a specific
objective is called a team. ________

14. Work team effectiveness is based on two outcomes--productive output and marketplace
acceptance. ________

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15. A team’s ability to meet personal needs of its members and hence maintain their
membership and commitment is called satisficing. __________

16. A vertical team is a formal team composed of employees from different areas of expertise
and from different levels in the organization's formal chain of command. _____

17. A vertical team typically includes only one department in an organization. _______

18. A formal team of employees from different departments in a mattress manufacturing plant
who have the same assignment of testing the new mattresses for comfortability by laying
down on the mattresses would be called a horizontal team. ________

19. A task force or a cross functional team is a group of employees from different departments
formed to deal with a specific activity and exists only until the task is completed.
__________

20. Individual personalities emerge causing conflict and disagreements during the norming
stage. ________

21. The stage of team development in which conflicts are resolved and members focus on
problem solving is called reforming. __________

22. The storming stage is marked by conflict and disagreement. _______

MULTIPLE CHOICE

23. All statements below relate to team cohesiveness EXCEPT:

a. Team members are committed to team activities, attend meetings, and are happy
when the team succeeds
b. The extent to which members are attracted to the team and motivated to remain in it
c. The less the contact among team members and the less time spent together, the more
cohesive the team
d. None of the above

24. Whenever team cohesiveness is low and performance norms are high, this may be the
result:
a. High productivity: norms are strong and aligned with organizational goals
b. Low productivity, norms are strong and oppose organizational goals
c. Moderate productivity: norms are weak and aligned with organizational goals
d. Low/Moderate productivity; norms are weak and oppose organizational goals

25. Components of a vertical team would include:

i. A manager and his or her subordinates in the formal chain of command
ii. A employee from about the same hierarchical level bur different areas of expertise
iii. May include three or four levels of hierarchy within a functional department

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 iv. Drawn from several departments, given a specific task and disband when completed

a. i, iii
b. ii, iv
c. ii, iii
d. iii, iv

26. The stage of team development where the major emphasis is on problem-solving and
accomplishing the assigned task.

a. Forming
b. Norming
c. Performing
d. Adjourning

27. Characteristics of team structure and context that influence cohesiveness:

i. Team interaction
ii. Morale
iii. Shared goals
iv. Productivity
v. Personal attraction to the team

a. I, ii, iii c. ii, iv, v

b. ii, iii, iv d. i, iii, v

For questions 28-35, use the list provided.

Satisfaction Productive Output Committee Self-Directed

Virtual Teams Socioemotional Storming Norming

28. These types of teams enable employees to feel challenged, find their work meaningful,
and develop a strong sense of identity with the company.

29. A person who adopts this role in a team displays behaviors that encourage, reduce tension
and follow the leader. _______

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 30. In this stage of team development, conflict is resolved, team harmony and unity emerge.
________

31. This pertains to the team’s ability to meet the personal needs of its members and hence
maintain their membership and commitment. ________________

32. This is a long-lived and sometimes permanent part of the organization’s structure. _____
_____

33. At this stage of team development, individual personalities emerge, people become more
assertive in clarifying their roles and what is expected of them. _________

34. This pertains to the quality and quantity of task outputs as defined by team goals.
_______

35. This type of team may be made up of organizational members as well as contingent
workers, customers, suppliers and customers.

For each of the following statements, place “G” for Group OR “T” for Team

36. Shares or rotates leadership roles. ____________

37. Sets identical purpose as that of the organization ____________

38. Has individual work products ____________

39. Measures effectiveness directly by assessing collective work ________

40. Sets specific vision and purpose ___________

41. Discusses, decides, delegates work to individuals __________

42. Measures effectiveness indirectly by influence on business ________

43. Encourages open-ended discussions ______

44. Has collective group products ______

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