These attitudes are in regards to: • Quality • IR issues • Learning and output approach • Organisational stress • Communication proficiency • Market competitiveness.

In the example, the quality approach lacks focus: Some team members are beginning to realise the real importance of quality for long-term business survival. Although they attempt to find out more about quality, their efforts lack focus and determination. Impacts on quality of service, product and relationships.

The examples indicate:

Limited involvement in learning and output approaches. Certain team members show empathy, and render their support to leading team members who attempt to get a productivity improvement drive going. Productivity improvement is regarded as the responsibility of a few selected team members. Those not involved, see themselves as spectators to the process, and tend to pay lip service to the productivity concept.

Conflicting stress levels. Stress levels are unpredictable. The onset of stress depends on the situation, and the people involved in such a situation. This causes some team members to view one day as good, and the next as bad. Variations of this nature are contagious, and often lead to moodiness and a loss of enthusiasm.

Confused IR relationships exist. Uncertainty exists about the stability of relationship between management and the work-force. Many team members appear restless, and worried. Team performance is inhibited by frequent instances of dissatisfaction.

Impartiality exists around communication. Messages are unbiased without allowing personal feelings to influence the message content.

Market competitiveness is seen as average. The business is seen as average and with little imagination.

This can surely improve!