The Forgotten Group Member Case Study

Identify the five group development stages (forming, storming, norming, performing, adjourning) in the case. 

In the first stage of group development, the Forming of the team takes place. Individual behavior is driven by a desire to be accepted and to avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organization, who does what, when to meet, etc

• As it mentioned, Christine was allocated as “Team Coordinator” by the professor and at the first group meeting serious issues are avoided. This can be seen when Christine suggests meeting up before classes and Mike jokes about why that is not an option; it's an 8.30 class, "I'll miss Happy Harry!"

The next stage, called Storming is characterized by the coming together of different ideas compete for consideration. 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.

• Christine starts noticing the dynamic of the group and the individual characteristics of the team members such as Diane was quiet, Mike was the clown, Steve was the business-like, Janet was the reliable one. 

In the Norming stage, interpersonal relations are characterized by cohesion. Responsibilities are distributed among team members and goals are set. 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.

• Mike misses most meetings and would send in brief notes to Christine, which she was supposed to discuss for him at the group meetings. He gives excuses that he is busy with work and personality clashes can be seen in regards to Mike and the other members. 
• The members also seem to have begun bonding and working well together, with the exception of Mike, as highlighted by the level of comfort one another's presence and ability to joke around and have unplanned meal times together.

The Performing stage is where people can work independently, in subgroups, or as a total unit with equal facility. Not all groups reach this 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.

• Christine's team reaches this stage, but not at an optimal level.
• Everyone managed to hand in their designated parts to Christine for checking and compilation, including Mike, albeit in the form of rough handwritten notes as compared to others in the team.

The Adjourning stage involves the termination of task behaviors and disengagement from relationships via completion and the subsequent breaking up of the team.

• The group project is fundamentally completed, however the final marks will change based on the outcome of the peer evaluation, which means the team has still not adjourned in the technical sense.

Identify and describe the causes of conflicts in the case. 

Due to difference in their personalities, Mike did not seem to mesh well with the rest of the team members who seemed very goal oriented. Due to this cohesion of their personalities and the fact that Mike was unable to attend meetings, he began to feel left out and began dissociating himself from the team.

Although Christine saw the problems that slowly arose from the circumstances (Mike being busy with work and the difference of personalities between him and the rest of the team) she did nothing to try to bridge the problem, focusing only on the task at hand which is the case study they were assigned. She practiced Task Management Leadership which did not provide an optimal performance.

Suggest the approach to leadership best suitable for the case. 

In my opinion, Christine should have realized sooner that Mike was the odd one out and tried to fix that before proceeding with the assigned case.

Christine should have opted for Middle-of-the-Road Management, balancing the task and the people concerns because it would allow the group to perform optimally had they all have a good personal relationship with one another, which in turn increases their performance and productivity.

She could have talked to Mike, understood his problems further and advised him to make more of an effort for the assignment, spoke to the other members to be more understanding of Mike's situation or even sought Sandra's council on the issue. Instead she ignored it and just focused on getting the assignment done.

The McGregor and Maslow Theories

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

Theory X
“The average human being has an inherent dislike of work and will avoid it if he can.”

Theory Y
“The expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work…

Man will exercise self-direction and self-control in the service of objectives to which he is committed.”

McGregor's Theory X and Theory Y  may help focus a managers thoughts on the different ways people relate to work, but McGregor's theory is too simplistic to be useful or practical. As a matterof fact, his methodology was flawed and which in turn makes the conclusions drawn not representative of the subject.

While his theory suggests that most people fall into certain work attitude extremes, his samples did not provide the evidence to support it and the theories do not stand up to criticism or scrutiny.

McGregor's Theory X and Theory Y therefore has a list of limitations which include:

• difficulty of putting it to practice (when asked on how to put the theories to practice, his answer was allegedly, "I don't know.")
• there are more than simply two ways to view the working environment and what motivates the employees, theories x and y works solely on assumptions
• individuals are not all either X or Y individuals, some are a mixture of X and Y

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

Maslow's Hierarchy of Needs is often portrayed in a pyramid with the largest and most fundamental levels of physiological needs at the bottom (breathing, food, water, sex, sleep, etc) and the need for self-actualization (morality, creativity, spontaneity, problem solving, etc) at the top.

According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge. The hierarchical need of an average person can be seen as in the diagram below:

However, it is important to note that:

• studies have shown that the most powerful unsatisfied need at a given time is what motivates an individual
• the hierarchy of needs lacks scientific support and has little to no evidence to support the hierachical aspect
• people do not necessarily work one by one through these levels, we are a lot less structures in satisfying our needs
• different people with different cultural backgrounds and situation of living may have differing hierarchies of needs

The Bob Knowlton Case Study

Summary

Bob Knowlton is the head of the Photon Lab when a new member, Simon Fester, was introduced to his lab. He begins to feel inferior to his new member and feels that he cannot voice his concerns to his superior, Dr. Jerold. After a period of events and insecurities, he finds a better position with more salary and takes the job immediately. Dr, Jerrold and Fester were shocked by Knowlton’s decision. The lab took a large hit as Fester went on to work on another project as planned. No one knew that Knowlton wanted to leave as he did so very suddenly citing fictional 'personal' problems.

Analyze the roles of those involved

The main characters in the Bob Knowlton case were:

Bob Knowlton
- the team leader of Photon Lab
- collaborative team leader
- hard working man
- confidence easily wavered by insecurities
- does not voice out problems

Dr. Jerrold
- the supervisor of Bob Knowlton and his team
- has very high expectations of those working under her
- not observant
- no instinctual perception

Simon Fester
- a new comer to the company and Photon Lab
- confident
- aggressive
- competitive
- opportunist
- highly intelligent
- non paticipative

Discuss the reasons as to why what happened happened.

The bringing in the newcomer:

Bob Knowlton
- was threatened by the newcomer that was not properly introduced to him
- Fester just showed up without warning and began looking into things

Dr. Jerold
- did not introduce Fester
- did not even for mention or hint at Knowlton for possibly having someone new join his team

Simon Fester
- lacked tact and the human touch
- was too confident and arrogant to accept the way people do things and embrace it

The communication breakdown:

Bob Knowlton
- did not voice his queries or insecurities
- simply assumed that Fester was there to replace him
- did not consider speaking to his supervisor regarding his problem and started looking for another job instead

Dr. Jerold
- did not indicate that Fester's place in Knowlton's team was temporary
- did not give earlier warning regarding Fester's transfer to another project
- did not make any intentions of caring for Knowlton's well being

Simon Fester
- too much of an opportunist to work in a team with others
- did not heed the advice of whom was rightfully his team leader
- remained individualistic and closed off to the team until he left to work for another project

Consider the personalities involved, especially those of Knowlton and Fester, and the organizational characteristics.

Bob Knowlton was more of an introvert. He did not share his feelings,opinions and conflicts with his team mates, Fester or Jerold. He lacked also lacked of strong of communication skills. He did not know how to voice his concerns to Jerold or properly inform an guide Fester on his responsibilities in the team, which lead to Fester doing his own thing most of the time, without consulting with others.

Simon Fester on the other hand was someone very self involved and confident. He had no qualms speaking openly of his ideas and what he wanted to do. Fester was also aggressive in his approach. He did not care for group work and was more individualistic, even to the point of making others feel inferior.

Organizational characteristic:

Work Group

Knowlton had regular morning meetings with his members as a way to keep up to date of what was going on in the project, and discuss problems faced. However, Fester took over some of these meetings plastering himself as the team leader, and spear heading discussions, undermining Knowlton's authority and the intelligence of the team at many an occasion.

Open System

Jerrold and Knowlton shared a mostly open relationship, Knowlton even mentioned that he enjoyed Jerold coming over to talk to him at the end of the day. However, Knowlton did not share his problems with his superior when he had the chance of voicing them; mainly when he felt threatened by Fester’s place in the team.

Imagine yourself in the position of Dr. Jerrold at the end of the case, reflecting back over the events. Is there anything you could have done, on the basis of what you knew or could have known at the time, that would have led to a more favorable outcome? State your reasoning.

Dr.Jerrold could have utilized a better interpersonal communication skill.

Had she made clear that she was going to hire Simon Fester and taken into consideration Bob Knowlton's personality, explaining her intentions to train him to lead another project, things might have worked out very differently. Knowlton could have been less insecure regarding his position and would probably been more willing to overlook Fester's lone ranger tendencies.

Had Dr. Jerrold utilized interpersonal communication with Simon Fester as well, ensuring that Fester should try to work under the conditions laid out by his team leader, Fester might have better understood where he stood within the team and made more of an effort to be a team player as intelligent or talented as he may be.

Dr. Jerrold could have also been more involved with the meetings, and taken an initiative to ensure that all employees were happy and satisfied.

Communication in Workplace : The Generational Divide

What expectations does each of these generational groups have about life and about organizations?

Baby Boomers (1946-1964)

Baby boomers believe employment is for life, they are more likely to be loyal to one company for a long time.

They believe more in diligence and hard work and making a decent living. A lot of baby boomers do not have big dreams of being billionaires and such. Most of them grew up during the times of economical crisis and are content with a mediocre life in terms of wealth.

Baby boomers do not believe they will retire, 25% are still working as a matter of fact. 

Generation X (1965-1980)

Gen X-ers prefer more freedom in life and in work as well. They dislike rigid work requirements and are more family oriented.

They have clear goals and have the ability to think bigger than the baby boomer generation. Gen X-ers also prefer to solve their own problems rather than asking for help or looking for supervision.

Gen X-ers grew up with technology slowly evolving so they have grown familiar with it but not entirely competent with the latest technologies.

Generation Y (1981- 2000)

Gen Y-ers are more confident and tech savvy on the whole. They are more sociable but not in the traditional sense of the word.

Most Gen Y-ers strive for creative challenges and self growth and developments. Theya re competitive and have high expectations of themselves and others. They want things fast and good.

They are also easily bored and do not wish to be tied down by traditional 9-5 working hours, and are generally more rebellious and willing to question authority.

What messages and experiences have contributed to those expectations?

Baby Boomers

Generally, they are seen to be more difficult to manage, resist change and aren't up to date with new technology.  They also like to play it safe and are not willing to take risks.

Gen X-ers 

They thrive on diversity, challenge as compared to the baby boomers'. They are more flexible and are open to changes.

Gen Y-ers

They expect workplaces to be flexible and are more likely to change employers more often, jumping from company to company. They desire occupations with flexibility and up to date technology in the workplace.

Over what issues are the three groups likely to have conflicts? Why?

- Technology and media issues

- Difference in opinion [Gen Y-ers are more liberal in comparison to Gen X-ers ad Baby Boomers]

- Team work vs Individualistic

To which, if any, of the three generational group do you belong?

I have found that I have traits from Gen X and Gen Y.

- willing to accept change, but easily frustrated with new waves of technology

- get very irritated with a lack of sens of respect by the Gen Z and some Gen Y's
- money matters, I believe money needs to be earned through diligence and hard work

More predominantly Gen Y.

- tech savvy

- liberal thinking in terms of opinion

- prefer open system

- want to know why

- enjoy working in a team
- like new things
- low attention span

How do your expectations and experiences correspond to theirs?

-  Fashion

 - Media(s)

 - Education

-  Liberated opinions

 - Way of handling problems

Over what issues are you likely to have conflict with the members of the three groups? Why?

- Technology and media issues

- Difference in opinion

- Team work vs Individualistic tendencies

What effects are their strategies likely to have on their relationships with their supervisors in traditional firms? With their co-workers? With their subordinates? Why?

In traditional firms, Baby Boomers are often up the corporate ladder and sit in the senior positions, Gen Xers are in mid-management and Gen Y-ers are in the junior level or entry positions. 

Baby Boomers

- formal communication

- closed door systems

Gen X-ers 

- prefers more of an autonomy approach than collaboration. 

- more flexible than Baby Boomers in terms of embracing change

- more formal communication

- practices closed system 

Gen Y-ers 

- prefers collaboration

- practices open system

- informal communication
- wants things done quickly, in the now

The 3 generational groups work with very different dynamic and have different outlooks and working styles. However, the three generations do complement each other if you put them together in a workplace given mutual respect and acceptance.

The Competent Communicator

What unusual communication demands are placed on the "competent communicator" now that we are living in the information society?

- Ability to adapt to technology and gadgets
     - invention of new gadgets every few months
     - new social networking sites, forums, blogs, etc

- Ability to keep up-to-date with the current issues through the use of technology

- Ability to receive feedback

     - receive constructive criticism 

     - encourage feedback from other and work on it

- Ability to present ideas in non traditional methods

     - beyond traditional methods of black and white, pen on paper

How will you, as a "competent communicator" use each of the four components of competency (knowledge, sensitivity, skills and values) in your personal and professional life?

Knowledge
- knowledge is power
- willing to learn
- willing to adapt

Sensitivity
- empathy
- acceptance to what others say
- open mindedness

Skills
- planning and thinking
- communication skills

Values
- having strong beliefs
- having integrity
- knowing right and wrong

Think of a person you consider to be a "competent communicator" and describe how he or she demonstrates the four components of competency (knowledge, sensitivity, skills and values)

I read somewhere that Obama is not as good a communicator as people believe and "Even admirers have a hard time remembering what he actually says."

However, I feel that he has exceptional communication skills, which is how he managed to work his way to being the President of the United States against all the odds. Obama connected with millions of Americans on a human and personal level, persuading them to give him their votes.

Perhaps, we don't remember word for word what he says, but it is his idea that seeps into our consciousness and gives such lasting effects. I believe it is hard pressed to find anyone who doesn't remember his winning "Yes We Can" speech.

He evidently employs his knowledge when he speaks, his speeches and witty comebacks at his opponents are proof enough.

As for skills and sensitivity, you can see it when he speaks. First demonstrating his ability to connect with a national audience at the 2004 National Democratic Convention where he made an impression that still lingers, even in the minds of non Americans, myself included, Obama spoke of  family heritage, the greatness of American and the American dream, war and peace and unity, all of which are resounding messages that requires tact and skill to leave an inspiring effect.

And it isn't just his speeches that prove what a good communicator he is, but his adaptability to technology. He made excellent use of his blog to communicate his message, to attract more supporters, and most importantly, to raise a significant amount of campaign contributions.

Obama, or perhaps, his team's use of social media and sponsored listings, such as Google AdWords to communicate his message of change, and to counter campaign attacks, like one grossly misguided journalist who actually suggested he is Muslim, cement his adaptability to change and technology, embracing it and using it as a tool.

Barack Obama is also a man of many values, as a matter of fact, he imparts those values and uses them as a unifying factor in his presidency.