CS: The Forgotten Group Member

1) Identify the five group development stages (forming, storming, norming, performing,

adjourning) in the case.

A)Forming- In the first stages of team building, the forming of the team takes place. The individual's behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict.

In the case, the group was formed and Christina was elected as the "team coordinator" with the rest of her 4 other members to analyze a seven-page case and to come up with a written analysis.

B)Storming- The team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept.

Diane was quiet and never volunteered suggestions, but when directly asked, she would come up with high quality ideas. Mike was the clown. Christine remembered that she had suggested that the group should get together before every class to discuss the day’s case. Mike had balked, saying “No way!! This is an 8:30 class, and I barely make it on time anyway! Besides, I’ll miss my Happy Harry show on television!” The group couldn’t help but laugh at his indignation. Steve was the business-like individual, always wanting to ensure that group meetings were guided by an agenda and noting the tangible results achieved or not achieved at the end of every meeting. Janet was the reliable one who would always have more for the group than was expected of her.

C)Norming- The team manages to have one goal and come to a mutual plan for the team at this stage. Some may have to give up their own ideas and agree with others in order to make the team function. In this stage, all team members take the responsibility and have the ambition to work for the success of the team's goals.

In my own opinion, I personally think Christine's group did not achieve the norming process because of Mike. He has been missing all the group meetings and yet, not having the responsibilities to attend the OB group meetings. In this case, someone in the group has to fill in the blanks for his work in order to make the team rolling again.

D)Performing- It is possible for some teams to reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. 

When Christine had rushed to her accounting class and had skipped breakfast. When she got her club sandwich and headed to the tables, she saw her OB group and joined them. The discussion was light and enjoyable as it always was when they met informally. 

E)Adjourning- Involves completing the task and breaking up the team.

Since is a peer evaluation, Mike's marks might be the lowest among all because he has no responsibility at all to at least be disciplined enough to complete his part in the assignment. But  if there is another side of the story, the team is lenient and kind-hearted enough, they might evaluate Mike as a team, not the clown.

2) Identify and describe the causes of conflicts in the case.

-Christine should lay out what the whole team suppose to do before everything turns haywire.

-Since Mike is the one having good ideas, the rest of the group member should take advantage of his idea and make good use of it.

-Since Mike is the one having problem attending the meeting, maybe the group can suggest him to set a time to organize a video chat within themselves and discuss as a team. If he still unable to do so, Christine as the group leader should bring this matter up to Sandra (lecturer).

3) Suggest the approach to leadership best suitable for the case.
Situational approaches - leadership theories that explore how leaders interact with followers and the requirements of a particular environment. 

McGregor's Theory X Theory Y & Maslow's Hierarchy of Needs

1)What are the important limitations of McGregor's Theory X Theory Y?


Theory X: sees individuals as oriented to material rewards and thus are prone to "free ride" on the efforts of other; thus to ensure that individuals are fairly rewarded, measurements of behaviours must be carefully implemented, this includes sanctioning unproductive behaviours on top of rewarding the favorable.
* needs motivation and needs reward ( money driven)


Theory Y: believes that most individually want to do a good job and that the main obstacle in their way is designing reward system to avoid misalignments that rewards behaviour that are not (perverse incentive or "hoping for A while paying B")
* prefer challenging work ( focus on job satisfaction)


Limitations


Theory X and Y are limited in that they are absolutes. As McGregor defines them, they are "the two ways" of viewing all workers. Perhaps in the 1950's when McGregor conducted his research, Theory X was the prevailing method of management and his idealistic (or humanistic) approach to management seemed reasonable to apply in contrast.

However, seldom do we see that one person has exclusively Theory X or Theory Y belief systems. In many cases, managers find certain people (and certain roles) are more apt to be motivated in certain ways, and through trial and error, perhaps deduce that some "would be 'Theory X'" employees actually have the drive, motivation, and intelligence to be treated differently, and even thrive under those conditions.

* Cannot straight away determine everyone is either X or Y

* Some individuals might have a mix of theory X and Y

* More than two ways to view on working people in the management.







2) What are the important limitations Maslow's Hierarchy of Needs?

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans. Maslow use the terms Physiological, Safety, Belongingness and Love, Esteem, and Self-Actualization needs to describe the pattern that human motivations generally move through.













Implications of Maslow’s Hierarchy of Needs Theory for Managers


1) As far as the physiological needs are concerned, the managers should give employees appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities should be given to employees.

2) As far as the safety needs are concerned, the managers should provide the employees job security, safe and hygienic work environment, and retirement benefits so as to retain them.


3) As far as social needs are concerned, the management should encourage teamwork and organize social events.


4) As far as esteem needs are concerned, the managers can appreciate and reward employees on accomplishing and exceeding their targets. The management can give the deserved employee higher job rank / position in the organization.


5) As far as self-actualization needs are concerned, the managers can give the employees challenging jobs in which the employees’ skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so that they can reach the peak.

The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation.

Limitations of Maslow’s Theory

1) It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual.

2)The theory is not empirically supported.

3)The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement.