The Group Dynamics Model Working, Essay Example

In this particular situation one of the first steps would be to address the organizational issues of team spirit and get the group dynamics model working.  There are a number of different approaches to this problem but I would favor that of ‘Tuckman'(1965)[1].  (Green, 2004) Here we address four main components: Forming, Storming, Norming and Performing. The concept of forming is aimed at establishing the primary purpose of the division within the framework of the organizational goals; dealing with structured leadership function,  outlining roles and responsibilities, determining the processes and the boundaries of the team.  Storming  looks at examining the conflict situation with the team and resolving any questions to obtain team stability.  Norming  is the settling down of the team and agreeing upon  procedures to work and make progress.  Performing shows team focus engaged upon task accomplishment, while dealing  with individual and team maintenance needs.

Outdated Product Lines

This is a company issue that is aimed at both marketing and production. The products should reflect current customer need and that is the economics of Supply and Demand.  The best recent example is that of the Ford Motor company that was not producing the type of vehicles its customer base demanded ” We kept arguing for a product that appealed to the customer,” says Tony Brooks, a salty assembly-line worker who heads the local union’s military-veterans committee. “The quality of the plant is what kept us alive, not the cars.”  (Meyerson, 2006).  Hence market analysis needs to be accomplished and a revised strategy to update and replenish the outdated product lines in order to increase sales, production and profitability.  This needs integrating into the overall Company strategic planning process and cannot be accomplished in isolation within the division.  Extensive customer and stakeholder management is required in a business transformation program.

Dealing with adversarial communication

Adverserial communication is essentially a breakdown in communications and escalating differences on views, priorities and goals.  It is born out of a sense of frustration and a lack of inclusivity.  This is not blocked by allowing people to air their views, acknowledging their contribution, making them an integral part of the change process and showing decisive leadership qualities.  Tuckman’s approach [as outlined previously] indicates the transformation steps here ” Simply start with listening and verifying, by stepping into their shoes, looking at the situation from their point of view; or, if its getting heated, discuss your intention to “work out” your differences.  The most important thing is to NOT LEAD toward your goal for a bit.  Give them a chance to be heard – even if you disagree, you can still demonstrate that you understand their reasoning”  (Robin, 2010).

Competition for internal resources

The organization structure has to be changed in three main areas : (1) Aligning the organization to the market and customer focus (2) Aligning the organization to its strategic goals and objectives and (3) Developing an employee brand.  All of these impact cultural change of the division and more importantly the organization.  Dealing with scarce resources is an essential component of all business problems and this will need to be dealt with by effective project management and resource planning.  The restructuring process has to be accomplished from the strategic business level and will need to incorporate the following elements:

• A strategic review of the business and determination of the reasons for change;
• Development of critical success factors (CSF’s), risk assessment and the prioritized business transformation objectives;
• Input lessons learned from previous projects and strategic planning processes, incorporate best practice guidelines and replenish the strategic plan of the business;
• Examine Program, Portfolio and Project Management – build formal planning structure into the business with emphasis on resource optimization planning;
• Maintain the transformation plan by monitoring, fine tuning and reviewing.

Works Cited

Green, E. C. (2004). Making Sense of Change Management. In E. C. Green, Making Sense of Change Management (pp. 68-70). London: Kogan Page.

Meyerson, H. (2006, 2 25). Ford’s Outdated Line — Doing Good Jobs, But Losing Them . Retrieved 5 12, 2010, from Common dreams: http://www.commondreams.org/views06/0225-23.htm

Robin, D. (2010). Leadership in Action Series. Retrieved 5 12, 2010, from Daniel Robin and Associates: http://www.abetterworkplace.com/081.html

[1] Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965