18 Questions
Judy is not enjoying working with Karl and the team.
False
Karl has been giving Judy a lot of direction and guidance.
False
Judy is used to working independently in her Tokyo office.
False
Judy's deadlines have not changed recently.
False
Judy is not facing simultaneous deadlines from her department in Tokyo.
False
Jo thinks Judy should be given more autonomy in her work.
False
Karl should not outline the group and individual targets at the next team meeting.
False
Jo thinks it would be a bad idea to touch base with Judy regularly to ensure she's up to date with any changes to the overall plan.
False
Judy has been given little autonomy to carry out her tasks.
False
Judy is not enjoying working with the team.
False
Judy is used to working independently in her Tokyo office.
False
Judy's deadlines have not been changed recently.
False
Judy is not facing simultaneous deadlines from her department in Tokyo.
False
Karl has been giving Judy a lot of direction and guidance.
False
Jo thinks Judy should be given less direction when setting her tasks.
False
Karl has outlined the group and individual targets at the previous team meeting.
False
Jo thinks it would be unhelpful to touch base with Judy regularly to ensure she's up to date with any changes to the overall plan.
False
Judy has a clear idea of how her role in the team fits into the overview of the project.
False
Study Notes
Judy's Experience on the International Project
- Judy is feeling lost and struggling to see the big picture of the project.
- She has been given a fair amount of autonomy to carry out tasks, which is uncommon in her Tokyo office.
- She is used to more managerial direction and guidance, making the international project daunting.
Challenges with Deadlines
- Judy's goalposts have been moved due to recent changes to the project timeline, causing confusion.
- She is facing simultaneous deadlines from her department in Tokyo, stretching her resources.
Proposed Support for Judy
- Offering more direction when setting tasks to help her feel more comfortable.
- Providing a clearer idea of her role in the team and how it fits into the project's overall plan.
- Outlining group and individual targets at the next team meeting to give everyone a holistic view of the project.
Suggested Next Steps
- Touching base with Judy regularly to ensure she's up to date with changes to the overall plan.
- Writing to her manager in the Tokyo office to review her responsibilities and coordinate tasks.
- Providing proper mentoring to support Judy's growth and contribution to international projects.
Judy's Experience on the International Project
- Judy is feeling lost and struggling to see the big picture of the project.
- She has been given a fair amount of autonomy to carry out tasks, which is uncommon in her Tokyo office.
- She is used to more managerial direction and guidance, making the international project daunting.
Challenges with Deadlines
- Judy's goalposts have been moved due to recent changes to the project timeline, causing confusion.
- She is facing simultaneous deadlines from her department in Tokyo, stretching her resources.
Proposed Support for Judy
- Offering more direction when setting tasks to help her feel more comfortable.
- Providing a clearer idea of her role in the team and how it fits into the project's overall plan.
- Outlining group and individual targets at the next team meeting to give everyone a holistic view of the project.
Suggested Next Steps
- Touching base with Judy regularly to ensure she's up to date with changes to the overall plan.
- Writing to her manager in the Tokyo office to review her responsibilities and coordinate tasks.
- Providing proper mentoring to support Judy's growth and contribution to international projects.
A project team leader receives an email about a team member's concerns and struggles with the project's scope. Test your understanding of project management and communication.
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