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Specialist

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Submitted By vistify
Words 1166
Pages 5
Course: MGMT591
Professor: Robert Paschke
Part 1: Group Development
The Woodson Foundation and the Washington DC public school system are teaming up to create an experimental after school program to tackle certain ongoing issue with the school system. The ongoing issues include rapid staff turnover and truancy, low performance and crime amongst students. The plan, after months of negotiation is to create an agency that will integrate both the Woodson Foundation and the DC Schools organization and be financially self-sufficient. To make this possible, the first step is to create an executive development team that will establish the operating plan for improving school performance.
From what we have read in the case study and the text book material, this group can be considered to be in two stages simultaneously. This is a group that is still in the “forming” stage – there is a great deal of uncertainty, members have not yet been identified and none of the group properties (roles, norms, status, size, cohesiveness and diversity) have been clearly defined (with one exception, that of the group size). While the group is still in the forming stage there is also conflict brewing. Each of the group members have their interests at heart. The school district representatives want to ensure that the new jobs are unionized and that current policies and procedures are applicable. Woodson Foundation is focused on performance measurement using hard data, which is not consistent with the existing culture. NCPIE, on the other hand, wants more community and parental control. Thus, there is a conflict over whose ideology will control the group. Thus, the group is also in the “storming” stage at the same time that it is forming.
The Woodson Foundation could have built up a cohesive coalition by being more open about its goals and strategy. They should have anticipated that there

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