...important to the effective use of groups in organizations. One of the most common models to describe how groups develop was described by Tuckman. Tuckman studied group development as it was seen in group therapy. This was then extrapolated to involve the development of all groups and teams that exist in areas such as those seen in organizations. In 1966, Tucker proposed that group development progressed through four identifiable stages which were named forming, storming, norming and performing. The Tuckman model for the stages of group development is one of the most cited models in the business world. Over the years there were other studies that also agreed that groups go through stages and they had identified that there appeared to be an “ending” stage as well. In 1977 Tuckman with Jensen reviewed who the stages of group development had evolved over the years since his first proposal of the stages of group development and in response to other studies they added a final stage of group development which the called adjourning (Tuckman & Jensen, 1977). The adjourning stage will not be reviewed in this paper since there was no real adjourning stage with this group. Another model for group development is the punctuated equilibrium (PE) model which was proposed by Gersick in 1988 (Hall, 2007). In the PE model groups do not go through stages by go through states of stability or equilibrium. The PE model has three phases. Phase 1 is the group developing agendas and norms, followed by...
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...the contexts of ‘attitudes, personalities & perceptions’, ‘power & conflict’ and ‘groups & teams’. Executive Summary The Everest simulation is a team simulation designed to emulate real life group processes and the diverse range of intergroup interactions this entails. Developed by Harvard Business School, participants are grouped into teams of 5 (with an optional sixth member, the observer) that make a virtual climb up Mount Everest. Performance is assessed through both individual and team goals that are provided throughout the simulation. Members were allocated into groups randomly within tutorial groups and assigned roles within the simulation. I was assigned the role of environmentalist, but assumed the informal role as one of the team’s leaders. Our group as a whole managed to achieve a satisfactory 67% of team goals, and I managed to achieve 57% of my individual goals. The objective of this report is to critically analyse and reflect upon the intergroup interactions that lead to the successes and failings of our team. These successes and failings will be viewed through the lens of the theories and concepts developed in the course in order to gain insight into group processes and human behaviour. The report starts with analysing and breaking down human cognitive processes and social interactions through the tripartite attitudes model, cognitive dissonance theory and human perception biases. This gives a better understanding as to how intergroup dynamics...
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...It is the initial stage where the focus team is assembled and the team leader lays out the team’s objectives in a format understandable to all team members. This stage can include ice breakers and should ideally lead smoothly to the next stage. Having assembled the team and identified a common objective the team leader moves on to the Trust Building stage, where individual team members introduce themselves to each other, usually accompanied by brief background summaries as appropriate. This serves to introduce a familiarity between team members that allows them to work more freely with one another. Having laid down the initial conditions to encourage group cohesiveness, the team leader can move forward to the third stage, Goal Clarification, in which the team leader steers the group to a more detailed understanding of the team’s objectives, so that each team member develops an understanding of the contribution of their role in attaining the overall objectives of the team, as the team moves to the next stage, Commitment. Here, distinct roles are allocated to various team members, with the intention that each team member understands how their role relates to the attainment of the overall team objective...
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...Hope you are doing well. I am writing this letter to elaborate to you the learning from the courses Management skills 1 & 2 of my MBA program. These courses have captured most of the important skills required to become a successful manager in the future. I believe that some of the frameworks and processes that were taught in this course would be of interest to you and therefore I wanted to share them with you. First of these two courses is Management Skills 1, which was also the first class in the MBA program. As part of this course, we had many exercises and also we learnt of many tools. One of the first exercises was the Myers-Briggs Type Indicator (MBTI) test, it is a psychometric test which tell us the individual preferences. This test not only helped me in understanding my individual preferences, but it also expedited my understanding of the personalities in our team. Given the short length of this MBA program and the number of group activities, knowing the MBTI results was essential for speeding up the team bonding process. One of the other important tools that we used, Learning Styles Inventory, helped me realize my preferred learning approaches (reflecting and thinking) and also indicated to me the other learning approaches (experiencing and doing) which are equally important. I have been putting conscious effort ever since to improve these aspects of my learning approach and I want to make sure that in all my future endeavours I would maximize my learning by...
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...Slide 2 Performance appraisal Effective performance reviews produce outcomes that benefit the staff and the organizations. According to Schneir (1982) performance appraisal includes the identification, measurement, and management of human performance in organizations. Performance appraisal is a set of procedures. Is a process that needs to be tailored to the operations of a business. A performance appraisal is good for employees’ growth which in turn contributes to the company’s success. Slide 3 The main purpose of performance appraisals is to help an employee improve their job performance. During the performance appraisal it is time to look objectively at how an employee is meeting the job’s expectations. Providing feedback to the employee of how well they are doing is the easiest part of performance appraisal. Letting the employee know that they are doing a great job is positive reinforcement which result in the employee continuing to perform at its best. In the contrary, informing an employee that he is not performing as expected is difficult, but necessary. According to Schneir (1982) appraisal should be more than a past-oriented activity that criticizes or praises workers for their performance in the preceding year. Rather, appraisal must take a future-oriented view of what workers can do to achieve their potential in the organization. This means that managers must provide workers with feedback and coach them to higher levels of performance. When...
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...when trouble or setbacks occur. To build, lead, or participate in a team requires an understanding of the stages of team development. Through extensive research, it has been found that successful teams have certain aspects of their development paths in common. The one that most people are aware of is Tuckman's Forming, Storming, Norming, and Performing model. Two other factors that significantly increase a team's chances of being effective are having a well thought out team orientation process, and developing a clear team charter. Both of these help you establish clear guidelines and set clear expectations. When the individuals on a team all know what they are supposed to be doing and how they are to go about doing it, you give the team a good start on maximizing performance. To read more about these processes see the Mind Tools articles onSuccessful Induction and Team Charters . Feedback (Questions 2, 13) One of the best ways of improving people's performance is by providing information to team members about their individual performance, as well as the overall team performance. After all, how do you know what is working and what isn't if no one gives you an objective summary? There are usually plenty of people around who are ready and willing to give you their opinions on this. Unfortunately, this information is often conveyed in a manner that causes resentment and animosity. For feedback to be positive and growth-inspiring, it has to be delivered properly, with enough...
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.................................................... 2 Team Development Stages: Group Formation Theory (Tuckman’s 4/5 Stage Model) ................................. 3 Group performance theories ........................................................................................................................ 3 The T7 Model of Team Effectiveness ........................................................................................................ 3 Rubin, Plovnick, and Fry Model—The GRPI Model of Team Effectiveness .............................................. 4 Katzenbach and Smith Model—Focusing on Team Basics........................................................................ 6 High performing team case study/Umniah’s IT Infrastructure team ........................................................... 6 Team Performance Measurement and Management .............................................................................. 8 Team Behaviors and Values ...................................................................................................................... 9 Organizational and team Environment ..................................................................................................... 9 Team Identity .......................................................................................................................................... 10 Summary...
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...main objectives of strong team? Where is a success key? This essay will provide definitions about team, therefore, to get a better understanding about team, and will discuss about how to create an effective team at the work place. This essay will provide some great examples of techniques how to start to build a great team and what kind of activities to provide for team therefore team members could get know each other better and could gain a trust. Nonetheless, you will see a clear difference between two very famous authors Tukman and Belbin. Both authors are very well known for explaining and analysing team building. At the end of the essay some personal experience about working in a big team will be provided also. The clear overall essay summary will be provided in a conclusion . The reason why this topic was chosen because for Human Resource specialist it is crucial to know how to work in a team, to find out what are techniques to build a team and how to adopt yourself in a team. Usually Human resources are located in organizations where people are working in groups and teams. It is very important to work well in teams therefore to achieve business goals. Very often HR specialist have to provide trainings to employees for that reason it is good to know the main concepts about team building. Firstly, if person has decided to work in a big or small team he should...
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...1. Working in groups is often cited as an essential part of workplace but something students often either really like or loathe as part of their course assessment. Using the information from chapters 8 & 9 of the text as a starting point, how do you explain the differences between group work at university and in the workplace and how could university group work outcomes be improved? Working with groups of people at university can be quite diverse and troublesome at times, however, understanding how people function in these groups is essential in the workplace and can save us much hassle later. Many theories have been proposed to explain the benefits of working in groups and why it is crucial in the workplace. Although the literature covers a wide variety of such theories, this review will focus on four major themes, which emerge repeatedly throughout the literature reviewed and explains the difference between group work at university and in the workplace. These themes are: why should groups be formed, the stages groups tend to go through, how do groups function effectively, and what are the advantages and disadvantages of working in a group. Although the literature presents these themes in a variety of contexts, this paper will primarily focus on their application to working in groups at university. Andrew Carnegie, a famous businessman, once said “ Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward...
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...Roles and Stages Analysis Paper In their essay, Functional Roles of Group Members,1 Benne and Sheats identify a number of roles that are often assumed by members of a group. These "roles" are divided into 3 subgroups: Group Task Roles, Group Maintenance Roles and Self-Centered Roles. During this project, some members of our group consciously took hold of certain roles, while others simply assumed the remaining roles. Throughout the duration of this paper I will analyze the "roles" mentioned within Benne and Sheats’ essay and how my group members acquired and performed in these "roles". Finally, I will discuss and analyze the Group Development Stages as outlined by Bruce Tuckman.2 As a team member of Spring Together, I assumed many roles throughout the project. Initially, I was very nervous and apprehensive about working with an online group. Our first group communications began with introducing ourselves on Blackboard. My apprehension had me quickly taking on the roles of Help Seeker and Tension Releaser, as described by Benne and Sheats.3 Although I consider myself pretty adept at technology, I recall that I asked simple questions of my group members regarding technology in an effort to gain information and break the ice. I also asked that they be patient with me as I tried to navigate Blackboard. In addition, I labeled my email subject lines, “Finally getting the hang of this”, hoping to lighten the mood and release some tension. I also discovered that I...
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... | |Leeds Met Student ID: |33251825 | |Student Date of Birth: |15/01/1991 | |Student Email Address: |a.hunt2229@student.leedsmet.ac.uk | |Gender: |Female | |Assessment Summary | | | |This task requires you to develop and demonstrate your skills or potential skills in leading and building an effective team. In order to gain the ILM 3 | |Award in Leadership and Management you will need to complete and pass a number of questions in this short question test. | |...
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...INTRODUCTION Section 1 - The importance of working as a team and a discussion on how conflict can be resolved within teams by Ian Burks Section 2 - An exploration of different methods of dealing with conflict within an organisation Section 3 - An evaluation of different methods of dealing with personal and work based stress Section 4 - An evaluation of how well the group worked together and the technology used to enable this The group considered various approaches to this assignment and discussed a number of options before deciding to focus on the movement as their case study organisation. Associations, although autonomous and independent are all affiliated to the National Councils of YMCAs and do share a common mission and similar culture. By using the generic movement each of the students can draw on extensive and varied experience from their own settings. SECTION 1 The importance of working as a team and a discussion on how conflict can be resolved within teams The term ‘team’ is commonly used to describe many different groups both in a work setting and within wider society. Harvey Robbins and Michael Finley define a team simply ‘as people doing something together’ and Rob Yeung says a team is a ‘group of people with shared goal’. An element of inter dependency is also required before a group becomes a team and a more organisationally orientated statement from Rover Cars defines teams as 'a number of people with complementary skills who are committed...
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...HULT International Business School EMBA Carlo Giorgis HULT International Business School Executive MBA CHANGE MANAGEMENT The reorganization of the Group Internal Audit Department FINAL assignment: Carlo Giorgis Change Management 1 HULT International Business School EMBA Carlo Giorgis EXECUTIVE SUMMARY UniCredit is one of the largest European financial groups, operating in 22 European countries with around 160.000 employees worldwide and 9.500 branches. In 2005, following the merger with HVB and the appointment of a new Head of Department, the Internal Audit Department (IAD) was reorganized. The expected results were obtained later than planned, with large resistances, process and relationships disruptions and bureaucracy increase. Main reasons were due to a simplistic approach to change, an inadequate leadership style, lack of compelling vision and insufficient communication. The IAD restructure could have been managed more effectively with a different approach in terms of: Organization metaphor: IAD has aspects of both Machine and Organism (Morgan, 1986); Model of change: William Bridges’s Model (Managing the transition, 1991) and Kotter Eight Steps (1995); People’s management, keeping into account the Behavioral (Pavlov, 1928 – Skinner, 1953) and Psychodynamic (Kubler-Ross, 1969 – Satir et al, 1991) approaches; Team’s management, building a project team taking into account the personal traits of team members (Belbin, 1981), involving external...
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...1E Investigate incidents promptly and communicate results 21 Summary26 Learning checkpoint 1: Communicate organisational mission and goals 27 Topic 2: Influence groups and individuals 31 2A Build others’ trust, confidence and respect 32 2B Embrace, resource and effectively implement improvements to workplace culture 43 2C Demonstrate understanding of the global environment and new technology 47 2D Ensure actions convey flexibility and adaptability to change and accessibility 51 2E Ensure collaborative and effective decision-making 57 2F Ensure the organisation is positively represented 62 Summary64 Learning checkpoint 2: Influence groups and individuals 65 Topic 3: Build and support teams 69 3A 3B 3C 3D 3E Assign accountabilities and responsibilities to teams 70 Ensure teams are resourced to allow them to achieve their objectives 75 Empower teams and individuals through effective delegation and support 78 Create and maintain a positive work environment 83 Encourage teams and individuals to develop innovative approaches to work performance 86 Summary89 Learning checkpoint 3: Build and support teams 90 Unit release 1 (Aspire Version 1.1) © Aspire Training & Consulting v BSBMGT605 Provide leadership across the organisation Topic 4: Demonstrate personal and professional competence 95 4A Model ethical conduct and encourage others to adopt business ethics 96...
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...Individual Reflection Portfolio Introduction As an advertising and design background student, who has a strong interest in business and business management, I had a lot of expectations for this Business Project subject. In the first class I have already addressed my high expectation of seeing the ‘truth’ behind the industry (how an industry operates, how different departments of a company cooperate with each other); Turning knowledge into practice (identify and solve a real-world business problem), and utilising my skills and ability to contribute to the project (design skill, creative thinking, my determination). This is an individual learning portfolio aimed to critically reflect the learning process of the group project I’ve worked as a part of for the past three and half months. This reflective writing focusses on critically reviewing four aspects: the consulting, the academic, the group dynamic and personal growth. Consulting The client my group consulted for was a start-up company, who provide a smartphone app based service that allows users to pre-order and pre-pay for food and coffee. The major problem they wanted to solve was to increase the existing user value per transaction. One of the things I have learned about consulting is the importance of communication. As our client is a start-up company, a lot of their information and data were outdated or had not been documented. Moreover, most of the people who work in the company are motivated, but only...
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