ASSIGNMENT: 2- Subject Name: GROUP DYNAMICS & MANAGING CHANGE PART A Q.

1 Identify some significant external forces that cause or pressure organizations to change .Which force has an organization in which you work or have worked experience? What did the organization do or not do to respond or react to the change? Why? The environment has following areas that are external sources of organizational changes:

Economic. These are competitors, suppliers, interest rates, unemployment, income settlement, credit policy, gross domestic product, inflation, the level of international trade .All these factors affect on the need for changes in the organization. You need to track them in order to make the right decisions for change. Technology. Technology is the use of knowledge, methods, techniques and means that transform inputs into the output in one organization. The rate of technology effects as external sources of organizational change varies from industry to industry. Each entrepreneur must follow the development of technology in its industrial branch and to use the latest achievements in the development of their own business. It will ask for organizational changes. Socio-cultural. The external environment as a source of organizational change present peoples values, habits, norms, attitudes and demographic characteristics. Every society has different sociocultural characteristics based on the region, ethnic basis, settlement, etc. All these different factors affect the business. Political. This area as an external source of organizational change deal with the laws and bylaws retrieved by the parliament as well as regulations issued by the government. Political area contains elements such as legislation, the stability of government, strikes, political situation in neighbouring countries, taxation These sources of change must be respected by entrepreneurs and must be incorporated in the work of their companies. International. Country where exist company is a narrower environmental of that company, but the wider environment as internationally, recently had an increased impact on the business because of the increasing globalization of markets. What happens on the global market affects every business. The global crisis presents an example, which currently holds the whole world.

The internal environment of the organization is all that is within the organization. Organization as a system consists:

People Structure Process

Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. 1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational). 2. Understand where you/the organisation is at the moment. 3. Understand where you want to be, when, why, and what the measures will be for having got there. 4. Plan development towards above No.3 in appropriate achievable measurable stages. 5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible. Q.2 Characterize some specific changes that the Internet is bringing that will affect changes on the way you study and /or do business. How would you evaluate these changes on your performance? Your work product satisfaction? Explain. The Web-based age has created a highly competitive world of online shopping that poses special challenges for operations management. The Web can be used for on-line purchasing of everything from CDs, books, and groceries to prescription medications and automobiles. Whereas the Internet has given consumers edibility, it has also created one of the biggest challenges for companies: delivering exactly what the customer ordered at the time promised. As we saw with the example of Kozmo.com, making promises on a Web site is one thing; delivering on those promises is yet another. Ensuring that orders are delivered from mouse to house is the job of operations and is much more complicated than it might seem. In the 1990s many dot-com companies discovered just how difficult this is. They were not able to generate a prot and went out of business. To ensure meeting promises companies must forecast what customers want and maintain adequate inventories of goods, manage distribution centres and warehouses, operate eets of trucks, and schedule deliveries while keeping costs low and customers satised. Many companies like Amazon.com manage almost all aspects of their operation. Other companies hire outside rms for certain functions, such as outsourcing the management of inventories and deliveries to UPS. Competition among e-tailers has become intense as customers demand increasingly shorter delivery times and highly customized products. Same-day service has become common in metropolitan areas. For example, Barnesandnoble.com provides same-day delivery in Manhattan, Los Angeles, and San Francisco. Understanding and managing the operations function of an online business has become essential in order to remain competitive. For operations management to be successful, it must add value during the transformation process. We use the term value added to describe the net increase between the nal value of a product and the value of all the inputs. The greater the value added, the more productive a business is. Q.3 Use force field analysis to diagnose and describe the pressures for and resistance to change facing an organization or group with which you are familiar. If you were going

Changes for organisations may come from pressures within the organisation or from forces outside it. The latter are normally outside the control of the management and include factors such as movements in interest or exchange rates or the rate of inflation, and alterations in demand for products and services. The changes may be caused by competitors, or by modifications to the legal or political framework in which the organisation operates. The types of change will depend on the nature of the organisation but, whatever they are, management action is necessary to adapt to the new situation. Kurt Lewin first described a force-field analysis method of charting the forces which tend to promote or resist change, and suggested that an organisation is held in balance by driving forces that seek to promote change and restraining forces that attempt to maintain the status quo. Within groups, individuals will interact, and the larger the group the larger the number of possible interactions. Each interaction is an opportunity for conflict or misunderstanding, so large groups will almost inevitably fail to operate efficiently. As the group size increases, communication is reduced, members feel less involved in the process, alienation increases and commitment to the project decreases. Group effectiveness is reported as being highest at around six to eight people. Groups of course dont start out fully formed and fully functional. Tuckman analyzed the stages of group development and summarised them in a four-stage scheme: Forming formal contracts such as purpose are established, but each individual tries to establish his identity with the group. Storming a state of conflict where all formal points established are challenged and re negotiated, to create a realistic formal contract. At the same time, hostility and personal agendas lead to the emergence of informal contracts. Forming here the group moves on to fix how well it should work, and how decisions should be takes, and sets ideas of commitment and the degree of openness and trust. Performing the state characterized by peak activity! Q.4 Use the three step process of Unfreezing, moving and refreezing to describe some significant behavioural change in your life. This is often cited as Lewins key contribution to organizational change. However, it needs to be recognized that when he developed his 3-Step model Lewin was not thinking only of organizational issues. Involved three steps: Unfreezing: Unfreezing is the fundamental step in the theory. It is about helping stakeholders, employees, administrators, boards and government) understand that change is required. It is about helping the stakeholders let go or not do things how they have always done. The effects of the driving and restraining forces come into play at this step. If the restraining force is greater than or equal to the driving force, there will be no change. The driving force must outweigh the restraining force in order for enough motivation to take place; merely introducing a driving force is not enough to cause a shift in the equilibrium of the perceived change (Schein, 1995). The need to change can be caused by a fear of failing to meet goals or standard (Schein, 1995). For example an individual may feel he/she will have a heart attack if he/she does not chage his diet. When this stage is implemented successfully most members in each stakeholder group evaluate ways in that they are counterproductive to

what should be done and they stop taking those actions. However the fear of change is one of the greatest restraining forces met by an individual facing the change process. To overcome this fear and attempt to change, the individual must develop a sense of comfort. A balance between the fear of not changing and changing must be met; both are essential in motivation (Pettigrew, 1992). Lewin believed that the stability of human behaviour was based on a quasi-stationary equilibrium supported by a complex field of driving and restraining forces. He argued that the equilibrium needs to be destabilized (unfrozen) before old behaviour can be discarded (unlearnt) and new behaviour successfully adopted. Given the type of issues that Lewin was addressing, as one would expect, he did not believe that change would be easy or that the same approach could be applied in all situations: Moving: Moving to a new level or changing means exactly that it is about replacing the old actions with actions that are consistent with the goal. It is about not doing what one has always done that was counterproductive and replacing it with concrete new actions. To help maintain the motivation for change, working in groups or obtaining support is effective. Others help to relieve pressures, provide an environment where errors can be made and learned from, offer positive reinforcement, and coaching. The process of change is not only done physically, it requires mental alterations (Tichey, 1997). Renaming the information or widening out definition helps one accept new meaning to the habit. Such as accepting healthy living as eating a healthy diet, being physically active, and having a positive self-esteem, oppose to weighing a specific number. When changing the definition, one creates new principles to evaluate standards. In evaluating healthy lifestyles, one would be successful if he or she feels physically, mentally, emotionally, and socially healthy (World Health Organization, 2003). Refreezing: This is the final step in the 3-Step model. When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. Refreezing or making the new productive actions habits is refreezing. This stage is accomplished when most stakeholders habitually take the productive action, without thinking, it becomes the norm. Once these actions are repeated over a time period, benefits will be seen. The new action must be fitting to behaviors and characteristics of the individual to remain effective or the old action will reemerge (Schein, 1995). As in the healthy lifestyle example, the individual begins to eat a very re-strictive, bland diet which he/she does not enjoy and forces he to do a physical activity he/she does not enjoy, the new behavior will not last. Soon the person will begin to cheat on the diet and avoid running. In order for refreezing to occur the new activity needs to be normalized. This will happen if it is fun and easy or if there is a reward. Refreezing seeks to stabilize the group at a new quasi-stationary equilibrium in order to ensure that the new behaviours are relatively safe from regression. The main point about refreezing is that new behaviour must be, to some degree, congruent with the rest of the

behaviour, personality and environment of the learner or it will simply lead to a new round of disconfirmation (Schein, 1996). Q.5 what are internal and external forces for change? Which force do you think is the major cause of organizational change? External Forces The four major external forces for change are globalization, workforce diversity, technological change, and managing ethical behaviour are challenges that precipitate change in organizations. Internal Forces Pressures for change that originate inside the organization are generally recognizable in the form of signals indicating that something needs to be altered. Declining effectiveness is a pressure to change. A company that experiences its third quarterly loss within a fiscal year is undoubtedly motivated to do something about it. Some companies react by instituting layoffs and massive cost cutting programs, whereas others look at the bigger picture, view the loss as symptomatic of an underlying problem, and seek the cause of the problem. A crisis also may stimulate change in an organization. Strikes or walkouts may lead management to change the wage structure. The resignation of a key decision-maker is one crisis that causes the company to rethink the composition of its management team and its role in the organization. A much-publicized crisis that led to change with Exxon was the oil spill accident with Exxons Valdez oil tanker. The accident brought about many changes in Exxons environmental policies. Changes in employee expectations also can trigger change in organizations. A company that hires a group of young newcomers may be met with a set of expectations very different from those expressed by older workers. The work force is more educated than ever before. Although this has its advantages, workers with more education demand more of employers. Todays workforce is also concerned with career and family balance issues , such as dependent care. The many sources of workforce diversity hold potential for a host of differing expectations among employees Changes in the work climate at an organization can also stimulate change. A workforce that seems lethargic, unmotivated, and dissatisfied is a symptom that must be addressed. This symptom is common in organizations that have experienced layoffs. Workers who have escaped a layoff may grieve for those who have lost their jobs and may find it hard to continue to be productive. They may fear that they will be laid off as well, and many feel insecure in their jobs. PART B Q.1 why do Organizations experience resistance to change? What techniques can managers use to overcome resistance? People often resist change in a rational response based on self interest. However, there are countless other reasons people resist change. Many of these centre on the notion of reactance that is, a negative reaction that occurs when individuals feel that their personal freedom is threatened. Some of the major reasons for resisting change follow. FEAR OF THE UNKNOWN Change often brings with it substantial uncertainty. Employees facing a technological change, such as the introduction of a new computer

system, may resist the change simply because it introduces ambiguity into what was once a comfortable situation for them. This is especially a problem when there has been a lack of communication about the change. FEAR OF LOSS When a change is impending, some employees may fear losing their jobs, particularly when an advanced technology like robotics is introduced. Employees also may fear losing their status because of a change. Computer systems experts, for example, may feel threatened when they feel their expertise is eroded by the installation of a more user friendly networked information system. FEAR OF FAILURE Some employees fear changes because they fear their own failure. Introducing computers into the workplace often arouses individuals self doubts about their ability to interact with the computer. Resistance can also stem from a fear that the change itself will not really take place. In one large library that was undergoing a major automation effort, employees had their doubts as to whether the vendor could really deliver the state of the art system that was promised. In this case, the implementation never became a reality the employees fears were well founded DISRUPTION OF INTERPERSONAL RELATIONSHIPS Employees may resist change that threatens to limit meaningful interpersonal relationships on the job Librarians facing the automation effort described previously feared that once the computerized system was implemented, they would not be able to interact as they did when they had to go to another floor of the library to get help finding a resource. In the new system, with the touch of a few buttons on the computer, they would get their information without consulting another librarian. PERSONALITY CONFLICTS When the change agents personality engenders negative reactions, employees may resist the change. A change agent who appears insensitive, to employee concerns and feelings may meet considerable resistance, because employees perceive that their needs are not being taken into account. POLITICS Organizational change may also shift the existing balance of power in the organization. Individuals or groups who hold power under the current arrangement may be threatened with losing these political advantages in the advent of change. People resist change:

When the reason for the change is unclear. Ambiguity--whether it is about costs, equipment, jobs--can trigger negative reactions among users. When the proposed users have not been consulted about the change, and it is offered to them as an accomplished fact. People like to know what's going on, especially if their jobs may be affected. Informed workers tend to have higher levels of job satisfaction than uninformed workers. When the change threatens to modify established patterns of working relationships between people. When communication about the change--timetables, personnel, monies, etc.--has not been sufficient. When the benefits and rewards for making the change are not seen as adequate for the trouble involved. When the change threatens jobs, power or status in an organization.

Q.2 how can a manager tell if an employee is resisting change? These tips will help you minimize, reduce, and make less painful, the resistance to change that you create as you introduce changes. This is not the definitive guide to managing resistance to change - but implementing these suggestions, will give you a head start. Own the changes. No matter where the change originated - and change can show up at any point in your organization, even originating with you - you must own the change yourself. It's your responsibility to implement the change. You can only do that effectively, if you step back, take a deep breath, and plan how you will implement the change with the people you influence in your organization. No biased and fractional support allowed. Even if you don't support the direction, once the direction is the direction, you owe it 100% support. Wishy-washy or partial support is undermining the change effort. If you can't buy into the fact that the chosen direction is where you are going, you can, at least, buy into the fact that it is critical that you support it. Once the direction is chosen, it is your job to make it work. Anything less is disrespectful, undermining, and destructive of the team decision. Recognize that resistance to change is minimized if you have created a trusting, employee-oriented, supportive work environment prior to the change. If you are considered to be honest, and your employees trust you and feel loyal to you, employees are much more likely te get onboard for the change quickly. So, the efforts you have expended in building this type of relationship will serve you well during change. (They will serve you well at work, in general, but especially during times of stress and change.) Communicate the change. You undoubtedly have reporting staff, departmental colleagues, and employees to whom you must communicate the change. How you communicate the change to the people you influence has the single most important impact on how much resistance to change will occur. If you wholeheartedly communicate the change, you will win the hearts and minds of the employees. Specifically inform the employees about what your group can and cannot affect. Spend time discussing how to implement the change and make it work. Answer questions; honestly share your earlier reservations, but state that you are onboard and going to make the change work. Ask the employees to join you in that endeavor because only the team can make the change happen. Stress that you have knowledge, skills, and strengths that will help move the team forward, and so does each of the team members. All are critical. Help the employees identify what's in it for them to make the change. A good portion of the normal resistance to change disappears when employees are clear about the benefits the change brings to them as individuals. Listen deeply and empathetically to the employees. You can expect that the employees will experience the same range of emotions, thoughts, agreement, and disagreement that you experienced when the change was introduced to you or when

you participated in creating the change. Never minimize an employee's response to even the most simple change. You can't know or experience the impact from an individual employee's point of view. Maybe the change seems insignificant to many employees, but the change will seriously impact another employee's favourite task. Hearing the employees out and letting them express their point of view in a nonjudgmental environment will reduce resistance to change. Empower employees to contribute. Control of their own jobs is one of the Give the employees control over any aspect of the change that they can manage. If you have communicated transparently, you have provided the direction, the rationale, the goals, and the parameters that have been set by your organization. Create an organization-wide feedback and improvement loop. Do these steps mean that the change that was made is the right or optimal change? Not necessarily. You must maintain an open line of communication throughout your organization to make sure that feedback reaches the ears of the employees leading the charge. Q.3 what is a change agent? Who plays this role? A Change Agent is defined as a person who leads change within the organization, by championing the change, and managing and planning its implementation. The role can be official or voluntary; must be representative of the user population, understand the reasoning behind the change, and help to communicate the excitement, possibilities, and details of the change to others within the organization. The label change agent is often accompanied by misunderstanding, cynicism and stereotyping. Managers, employees and HR professionals alike have questioned the value of this role in their organization. However, as organizations of all kinds face unrelenting changes in their environment, the need for individuals who are capable of turning strategy into reality has created a new legitimacy for the change agent role which is often located within the Human Resource function. There are several reasons for this trend: Human resource professionals have made significant strides over the past decade in becoming business partners; demonstrating the value they can add to the business Executives are looking for where the change process can best be managed Most business strategies require major changes in people-related issues; Human Resource professionals develop and manage the key people systems needed to support organizational change Dave Ulrich in Human Resource Champions (1997) goes even further advocating that creating a renewed organization is the deliverable expected from the change agent role in Human Resources. Virginia Murray an Executive Search consultant comments that almost all searches for the senior HR role now include change leadership in the job specifications. But what, exactly is the change agent role? Is it to represent management with employees as change is implemented? Is it to introduce and champion new initiatives intended to improve organizational performance? Is it to monitor and influence climate and morale? Broadly speaking the most important contributions to be made through the change agent role are those that sustain the organizations current performance and assure its future performance i.e. Enabling people to work effectively as they plan, implement and experience change Increasing peoples ability to manage future change

Q.4 Name the four behavioural reactions to change. Describe the behavioural signs of each reaction and an organizational strategy for dealing with each reaction. The four behavioral reactions to change are disengagement, disidentification, disenchantment and disorientation. Each of these have their own unique behavioural signs and an organizational strategy that can used to deal with them. Disengagement - this is a psychological withdrawal from change. Signs of this behavioural change will be evident in employees as they may appear to lose initiative and interest in the job. Disengaged employees are often present physically but not mentally and may hope for the best but take on the approach of doing nothing. There will be a lack of commitment and drive and they may use phrases such as "It doesn't affect me". Managers should try to confront disengaged employees about their reactions and identify their concerns. The employees should be made aware of their behavioral changes and be treated with open communication. Disidentification - employees who are suffering with disidentification behavioural changes may be extremely vulnerable. They may feel as though their identity is being threatened by the change. Rather than focus on the changed procedures, they may try to cling onto a past procedure in order to make themselves feel secure. Managers can try active listening to try and engage employees in the change and show that they are fully supportive of the employees concerns. Disenchantment - disenchanted employees often express their reactions in the form of anger or negativity. They are angry about the fact that their past has gone and they may try to group together other colleagues to fight against it. Anger is typically aimed at the organization as a whole. Managers should attempt to bring employees from a negative state to a neutral one. They should be allowed to let off steam and managers should make it known that any expressed anger is not being held against them. Disorientation - employees who are used to clear goals and directions may become disorientated by change. They may appear lost, confused and unsure of their feelings. Rather than focusing on how to do things they will focus on what to do. The manager should try to explain the change in a way that minimizes ambiguity and give the employee clear steps about what is going to happen during the change. Q.5 Describe the main triggers to organizational change that are located in: An organizations task environment The task environment is usually the environment that most organizations like to focus on. The task environment is very helpful to the organization because it helps them to specifically identify environmental factors that are important in the companys success. This environment is made up of five parts. The first part is the competitors. Competitors compete mostly for customers dollars for example Nike, Adidas and Puma all compete for customers that are looking for athletic shoes, soccer cleats etc. Organizations also compete against one another but not only for customers money, but also for things like the right to buy a piece of real estate, or for a loan if the bank has limited funds they can lend. The second part is customers. Organizations have

individual customers as well as wholesalers, retailers, and schools that are also customers to companies. The Organization

Organizational Behaviour (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behaviour encompasses a wide range of topics, such as human behaviour, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change. The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome is performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. PART C Q.1 Explain in detail some of the reasons for group formation? Which of these reasons are more influential in forming groups and why? The main reason for a group to form is physical interaction based upon a common need or problem. The greater the extent to which individuals share activities the more they will interact and the higher the probability that they will form a group Interaction enables people to discover common interests, likes and dislikes, attitudes, or sentiments. There are other important factors which encourage group formation. Physical proximity: People who live in the same village are likely to form a group than people who live in different villages; Physical attraction: Individuals who attract to each other physically might form a group, eg young and energetic boys and girls; Rewards: satisfaction of economic and social needs; and Social support: perhaps provided by members of a group in times of crisis. To form a group for wealth generation, the following should be well established: Membership should be open and voluntary; There should be no political or religious interference; Members must together feel that they need to form a group in order to achieve their common objectives; The group should be democratically controlled by the general membership; and Members should be informed and aware.

Q.2 Explain the difference between the two types of group commonly found in organizations, and what distinguishes a team from other types of group. Individuals will form into groups, both formal and informal, for a number of different reasons relating to both work performance and social processes. Edgar H Schein has classified various causes of group formation into three categories namely, formal organizational functions, psychological functions and multiple or mixed functions. Formal organizational functions of group Group functions that are congruent with organizational purpose have been referred to Formal organizational functions. They include: Means for working on complex task. Groups are formed to accomplish complex and difficult tasks which are otherwise very difficult for an individual to perform alone. Also it is very difficult to break the job in multiple pieces so than an individual can execute them serially. Construction of a bridge or launching a satellite requires a collaboration of multiple experts and may be extremely difficult if not impossible for an individual to execute. Groups can serve as vehicle of generating innovative and creative ideas through mutual stimulation means of coordination and liaisoning. Groups can fulfil the need of coordination liaisoning among departments by bringing the representatives of the departments together. Task forces, committees having members from various departments Such committees reduce communication gaps and learn to facilitate each others performance. Groups are used to solve organization's complex problems where collecting and processing critical information and interaction, evaluation of alternatives are required. Task forces, project management groups, self managed teams undertake such problems and solve them. Q.3 Describe two phenomena that can affect the quality of a groups decision making, and why and in what ways the phenomena have these effects? The phenomenon of group shift can be viewed as an special case of groupthink. The decision of the group is nothing but the decision of dominant members decision norm developed during discussion. Whether the group shifts towards cautious decision or more risky decision will depend on initial position of dominant members. However, most often groups shift towards greater risk decisions than towards greater cautious decision. Explanations for such behaviour are many. One in company of many, group member shed their insecurity, feels bolder and tends to take greater risks. Another explanation is that bravery is valued by society which is closely linked with risk taking. Third and most plausible explanation is that accountability for decision making is diffused in group situation; hence even if decision goes wrong person will not be caught. Such security encourages risky decision. Interacting groups. The most common group decision making happens in meetings where group members interact with each other face to face and depend on both verbal and nonverbal communication while making decisions. But such decisions are affected by group think, pressure to conform. That's why brain storming, nominal group, Delphi technique, devil advocacy approach, dialectical inquiry de and electronic meeting approach have been advocated to reduce these problems.

Brain storming. A technique used to generate as many novel and creative ideas and alternatives as possible on a particular issue without evaluating them. Typically, in brainstorming session, a small group of people come together. Group coordinator clearly spells out the problem. All members "freewheel" upon the problem and generate alternatives and suspend the judgments. Many previously state ideas stimulate fresh ideas. Once the ideas have been generated, they are evaluated for making the final decision. Otherwise brainstorming is merely a creativity enhancing and idea generating technique. Q.4 when you are a member of a team, do you adopt a task specialist or socio emotional role? Which role is more important for a teams effectiveness? Discuss. Q.5 Describe the kind of skills that you would look for in members of self managed teams? Explain your choices. Self managed teams are closely associated with the concept of employee empowerment which entails the employee to have the requisite authority and resources required by him to carry out his responsibilities. A self managed team differs from a normal work team or group in one essential way that the processes or the means to achieve the team goal are designed and decided by the team itself. Given the stiff competition at the global level, all organizations have been forced to focus on developing their human capital. They describe self managed teams as groups of employees who have the responsibility and authority to manage the work they do. The typical responsibilities of a self managed team are planning, scheduling, assigning responsibilities among members, ensuring product quality, ordering material, taking decisions and problem solving. The teams are also responsible for handling their interpersonal issues within themselves and work without any direct supervision. Self managed teams are responsible for an end product or a specific deliverable. Knowledge sharing and extensive communication between members is central to the working of any self managed team. Also, multi-skilling is a typical characteristic of self managed teams. But how are self managed teams really different from that of quality circles? Self managed teams differ from other employee participation methods like quality circles in the respect that unlike quality circles where the employees voluntary come together to suggest or develop quality improvements, in self managed teams, the entire work process is structured around team work, with the team taking critical decisions. Also a quality circle may or may not be empowered by the upper management but the empowerment is built into the very concept of self managed teams. Self managed teams unlike quality circles are not managed by an external supervisor, personnel manager, administrator or a quality manager but rather facilitated by a team leader from within the team. He is either chosen by the team members or appointed based on experience or skills.

PART D Q.1 Debate: Effective team work is more difficult for individualistic Americans, Canadians, and Australians than for more collectivist Japanese. The assumption that groups are socially bound together and that individuals are obligated to act in a particular fashion (Oyserman, Coon & Kemmelmeier, 2002) seems to be the central theme of collectivism. The concept of collectivism suggests that group membership determines one's identity; the individual should sacrifice their own goals for the good of the group; satisfaction is derived from carrying out the expected social role; and emotional restraint is valued as a method of ensuring group harmony. Features associated with collectivism include being concerned with the in-groups' fate and giving its' goals priority over ones' own; maintaining harmony, interdependence and cooperation and avoiding open conflict within the in-group. Reciprocity is a key requirement among in-group members, who operate within a related network of interlocking responsibilities and obligations. Selfdefinition is cased in terms of ones' in-groups, and there is a sharp distinction between ingroups and out-groups. Morris, Davis, and Allene, (1994) similarly describes collectivism as requiring one to place the interests of the group ahead of one's personal interests thereby focusing on cooperation, group harmony, and group welfare. In contrast to collectivism, Morris, Davis and Allene (1994) indicate that individualistic cultures place greater emphasis on self-sufficiency, personal goals, and a deriving of satisfaction and pride in one's own accomplishments. They also believe that individualistic cultures may enhance one's selfconcept, self-confidence, selfishness, and expediency. Individualism features greater concern with personal rather than in-group fate and giving personal goals priority over in-group goals; feeling independent and emotionally detached from ones' in-groups; accepting confrontations within in-groups; and defining the self independently of ones' in-groups (Ho and Chiu, 1994; Markus and Kitayama, 1991; Triandis, 1989a, 1989b; Triandis, McCusker & Hui, 1990). Oyserman, Coon and Kemmelmeier (2002) also indicate that the central focus of individualism is that individuals tend to be very independent of one another. They maintain that in individualistic societies, people tend to have a very positive sense of self-worth; personal success, uniqueness and open emotional expression is valued; and relationships and group memberships tend to be flexible rather than permanent. It is of particular interest to find that past research has indicated that China and numerous Eastern Asian countries are more likely to have collectivistic cultures than those cultures found in the west. For example, using the work of Hofstede (1991) to rank countries based on individualism scores, Fan and Zigang (2004) conclude that Western countries such as the United States (91), Canada (80), United Kingdom (89), Germany (67), and France (71) tend to score much higher on individualism than does China (20). They further suggest that individuals raised in these Western cultures will tend to rely on themselves in determining what should be done and will be very reluctant to cooperate as they place more value on independence and control. However, the Chinese culture will show more dependence on groups and institutions and individuals will respond with more loyalty to groups of which they are a part. A resulting difference in behaviour is also shown in the work of Fan and Zigang (2004) as they found differences in the way managers from China and the United States react in different circumstances. Specifically, they found that American managers place more importance on contracts while Chinese managers place more importance on

relationships; when faced with conflict, American managers prefer a more direct approach while Chinese managers prefer indirect forms of influence; American managers are more likely to make risky decisions; and Chinese managers are likely to pay more attention to social and interpersonal relationships. Q.2 Identify some qualifications for leading a team. What are some difficulties a person might experience in leading a team? Why? Commitment to people most team members are primarily concerned about relationship and about being valued as a team member, before they are concerned about the task that the team is to undertake. Feeling secure in a group environment is an important pre-requisite before individual contribution. The good team leader is able to spend time building the team, not only when the team starts off, but when a newcomer joins an existing team. Desire to Support and Serve whilst team members want to see the ability to lead from the front, they are also strongly motivated by the ability to lead from the back! Servant leadership from the team leader is vital if team members are in turn, to want to serve each other. This is a particularly key topic for Christian leaders. There is a balance to be struck between a willingness to take on any chores that need to be done by the team, and taking an inappropriate balance of roles so that the leadership is diminished. Enthusiasm, Energy, Inspiration and Expertise Unsurprisingly team members want to be inspired and motivated by team leadership which has the energy and enthusiasm to fire them up. However, they also want to feel secure that the team leader has themselves, or has access to, the necessary expertise to lead the team in the right direction. The leader doesn't have to be the most knowledgeable of the subject at hand, but if they are not, they must encourage the input of others. Willingness to shoulder responsibility Team leaders are tested under pressure. When challenges arise, as they inevitably will, the leader will need to take responsibility to ensure that they are fixed as far as possible and that the team is strengthened as a result. This does not mean that the leader should admit that issues beyond their control are in any way their fault, (although they should be honest in admitting their mistakes), but rather adopt a proactive stance to ensure the team is not deflected from its course. Ability to achieve more as a team Teams only become a team once there is some synergy within the group ie the team process adds value to that which a disparate group of individuals would achieve undirected. This is likely to require the team leader to explore leadership models that share the leadership role within the team, to have an understanding of different individuals team roles, strengths and gifts, establish a mutual accountability within the team, and to create a team environment which is open, fun and allows healthy and productive discussion.

At some tips on alleviating communication problems: Include face-to-face time if at all possible. Have an initial meeting for the team members to get together, meet each other, and socialize. Meet face-to-face periodically throughout the life of the project. These meetings will help to establish ties and relationships among team members. Its especially important in creating an effective working environment where the team members are interdependent. Give team members a sense of how the overall project is going. Send team members copies of the updated project schedule or provide an electronic view of the project schedule on line using the Internet. Project management schedule charts can be published on the Internet using the teams Web site. The primary idea here is to improve the quality and type of communications with all team members. They need to know where they fit in the big picture. Establish a code of conduct to avoid delays. The code could include a principle of acknowledging a request for information within 24 or 48 hours. A complete response to a request might require more time, but at least the person requesting the information would know that the request will be addressed. No one likes to feel that his or her request has dropped off the edge of the earth. Dont let team members vanish. Use the Internet or workgroup calendaring software to store team members calendars. While this could be difficult to maintain on a daily basis, it should not be difficult to keep up with scheduled out-of-town absences such as vacations or business travel. Another approach is to agree that team members will let everyone know when theyll be going out of town. Electronic mail with a distribution list is both an effective and efficient way to avoid MIAs. Augment text-only communication. The Internet is a good place to store charts, pictures, or diagrams so everyone can have a look. The fax machine, once a modern marvel but now surprisingly old-fashioned, can help here too. Q.3 what is a group think? Give an example of groupthink symptom you observed in a team in which you were a member. Groupthink is a psychological phenomenon that occurs within groups of people. It is the mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.

Antecedent factors such as group cohesiveness, structural faults, and situational context play into the likelihood of whether or not groupthink will impact the decision-making process. 1. Illusion of Invulnerability: Members ignore obvious danger, take extreme risk, and are overly optimistic. 2. Collective Rationalization: Members discredit and explain away warning contrary to group thinking. 3. Illusion of Morality: Members believe their decisions are morally correct, ignoring the ethical consequences of their decisions. 4. Excessive Stereotyping: The group constructs negative stereotypes of rivals outside the group. 5. Pressure for Conformity: Members pressure any in the group who express arguments against the group's stereotypes, illusions, or commitments, viewing such opposition as disloyalty. 6. Self-Censorship: Members withhold their dissenting views and counterarguments. 7. Illusion of Unanimity: Members perceive falsely that everyone agrees with the group's decision; silence is seen as consent. 8. Mind guards: Some members appoint themselves to the role of protecting the group from adverse information that might threaten group complacency. Q.4 what are some pros and cons of managing diversity in teams? Do you believe diversity is a competitive advantage for team composition, in the final analysis, or just a complicating factor? Argue your viewpoint. Prons: One of the main advantages to having a diverse workforce is the synergy that occurs between people from different backgrounds, cultures and work values. Collaboration among diverse populations can bring out the creativity in otherwise bland work teams. Employees feel good about diversity that occurs naturally, instead of forcing diversity into the workplace. If your company enjoys a reputation of fair employment and good business practices, recruiting a diverse pool of applicants is not at all difficult. The pros to diversity management include one very tangible aspect--the company does not have the additional expense of consultant fees. Compare the cost to hire, train and retain employees against the cost to outsource your diversity management. Staffing your human resources department with a diversity expert can be a much more reasonable way to spend money. Another pro is that the expert is easily accessed by employees and management. A consultant might not be available for consultations with individual employees. Your company's client base could increase because of your reputation as a business that values diversity in the workplace and among its suppliers and customers. Cons Opponents of diversity management in the workplace have valid arguments against diversity management. The common claim is that employees tire of being continually reminded of diversity through peer groups, work teams and recruiting methods. When diversity is the primary concern, members of nonminority groups sometimes feel excluded, and that minority groups are receiving preferential treatment. Another claim is the misconception that diversity and affirmative action are the same. Affirmative action can be voluntary or mandatory. However, mandated affirmative action is for government contractors required to achieve a diverse workforce through test outreach methods and other ways to reach a diverse pool of

applicants. An article in the All Business website says, " Diversity is not about quotas or affirmative action. And it involves, in part, the conscious recognition of the changing face of our nation and the economy in which we operate." The opposition to diversity management manifests itself in many ways. The most detrimental is an employee who is resentful concerning diversity. Some employees believe that mandatory diversity training is not a panacea for the workforce, and therefore, any type of training is useless. Cost is an important concern. A small business in the beginning stages of developing a diversity management program might need to hire an expert to develop the program. There are millions of dollars to be made in the diversity consulting business. Therefore, many diversity experts charge thousands of dollars to implement a diversity program. Still, the business, it will receive any type of metrics concerning the effectiveness of a new diversity management program. Q.5 how do self managed teams differ from other teams? Have you been a self managed team member? What difficulties or challenges would you experience as a member of one of these teams? Why? Self-managing teams combine the attributes of formal and informal teams. Generally chartered by management, they often take on lives of their own as team members take responsibility for their day-to-day workings. In self-managing teams much of the responsibility and authority for making management decisions are turned over to a group of people who perform interdependently in order to accomplish an assigned task (Katzenbach, 1993). The overarching goal of self-managing teams is to find solutions to problems. Selfmanaging teams are often associated with terms describing high performance and autonomy. Perhaps the most self-managing of self-managing teams is the concept of self-directed work teams (SDWTs). A self-directed work team is an intact group of employees responsible for an entire work process or segment that delivers a product or service (Wellins, 1991). Advantages As noted earlier, self-managing teams offer a number of potential advantages over traditionally managed teams, including stronger commitment, improved quality, enhanced efficiency, and faster product and service development. Moreover, some research suggests more satisfied employees, lower turnover, and lower absenteeism. Having team members cross-trained to do various jobs increases the flexibility of the team in dealing with personnel shortages. Their knowledge of work processes helps team members solve problems and develop improvements. For all of their apparent advantages, self-managing teams suffer certain limitations. Here is a non-exhaustive list of some of the noteworthy drawbacks: - Self-managing teams are difficult to implement, and they risk failure when used in inappropriate situations or without sufficient leadership and support (Hackman, 1986). - A ruling by the National Labour Relations Board (NLRB) regarding teams making decisions regarding pay and security (Robbins, 1996) suggests that management groups must allow teams considerable discretion with regard to the composition and selection of members, the latitude of issues to be handled, and the continued existence of the team. - Some organizations have been disappointed with the results from self-managing teams.

- Some employees in organizations undergoing layoffs as a result of self-managing teams have come to view cooperating with the team concept as threatening their future employment. SHORT ANSWER QUESTIONS 1. the CEO of Eastern Railway Corp, wants employee throughout the organization to perform their work in teams .According to the CEO,teams are our solution to increasing competition and customer demands. Discuss three problems with teams that Eastern Railways CEO may not be aware of? The task to be undertaken and nature of technology; Management system and style of leadership; Organisational processes and procedures; 2. The Johari Window is sometimes used as the foundation of team building .What type of team buildingwould occurs through Johari window activities. The aim in groups should be to develop the Open Area for every person. Working in this area with others usually allows for enhanced individual and team effectiveness and productivity. The Open Area is the 'space' where good communications and cooperation occur, free from confusion, conflict and misunderstanding. Self-disclosure is the process by which people expand the Open Area vertically. Feedback is the process by which people expand this area horizontally. 3. How does change help an organization to achieve excellence? Organizational change management helps leaders build high-performing organizations (public, private, and non-profit) by focusing on four dimensions of real, meaningful change: Strategy Developing a clear strategic focus with measures of success. Governance Clarifying how decisions are made at all levels. Leadership Honing individual and team leadership skills. Performance Improving performance throughout the organization. 4. Why do companies recruiting new graduates stress the importance of being team players? Being a Team Player, The manager has to be someone who is committed to working with a team of people for the improvement of the whole business. This means that the manager isn't in the business solely for the selfish reasons of "getting ahead". Instead, he is interested in growing the business because it is going to be to his benefit as well as to the benefit of the other people working with him in the company. A manager is a middle-man who has to work with both the upper-level bosses and the lower so it's highly important that this person is really a team player. 5. In order to bring about a change for effect, communicate like crazy! Comment. As communicators, we have the unique ability to help. While were not particularly adept at building shelters, digging wells or gathering food, we can shine a bright light on the need for all three. While money and manual labour help tremendously, your talents of communication can achieve an even greater impact. 6. The groups to which you belong provide you with shared goals and a sense of identity and meet your social needs. However, they can also constrain your thinking, stifle your

freedom of expression, limit your behaviour and restrict your freedom of expression? Comment 7. What personal qualities and skills would be useful for a change agent to possess? Describe the relative merits of using an internal change agent versus an external consultant A change agent is a person who indirectly or directly causes change. For example, a change agent may work within an organization to lead or cause the change in some aspect of how the business is conducted. They may be assigned the role or may assume the role naturally. Some change agents surface as leaders, instigators or examples for change in cultural, social or human behaviour. A change agent may initiate change, assist others in understanding the need for change and what is entailed, recruit support, manage the change process and/or assist in resolving conflict. In some cases the agent of change may be a team on a mission. 8. Dont teams create conflict? Isnt conflict bad? Why, then would management support the concept of teams? The Management Support System (MSS) is an interfacing database with the Customs Handling of Import and Export Freight (CHIEF) system. It contains archive data for all cleared customs declarations for import and export, offering importers and exporters opportunity to purchase a subscription or one-off report to keep accurate records of their consignments. 9. In an organization that has a history of following the leader, what changes can be made to foster innovation? Commitment and support from top management is the cornerstone of successful innovation. Management influence is necessary to overcome the barriers to successful change, which innovators often encounter. Identifying champions in the organization to drive the innovation agenda can make a significant difference to innovation diffusion and adoption. Innovation champions can also provide the leadership required to stimulate innovation throughout the organization. Effective change management will ensure that improvements will be easily implemented. When top management is pro-active and becomes a catalyst for change, the organization has a better opportunity to adopt an innovative culture. 10. Take any two sources of resistance and suggest ways of dealing with them. Tolerance of risk and Open communication 11. Have you ever experienced peer pressure to act more in accordance with the behavioural norms of a group? Have you ever engaged in a little social loafing? Group norms are the informal rules that groups adopt to regulate members' behaviour. Norms refer to what should be done and represent value judgments about appropriate behaviour in social situations. Although they are infrequently written down or even discussed, norms have powerful influence on group behaviour. Peer Groups provide an influential social setting in which group norms are developed, and enforced through socialization processes that promote within-group similarity.Peer groups cohesion is determined, and maintained by such factors as group Communication, Group consensus, and Group conformity concerning attitude and behaviour. As members of peer groups interconnect, and agree, a normative code arises. This Normative code can become very rigid deciding group behaviour, and dress.

12. Outbound training programme has achieved enormous popularity as a method for developing teamwork even (even without research substantiation).What factors do you think account for its popularity? One of the most unique aspects of outbound training is that trainees are immediately able to see the consequences of wrong actions and can see the tangible difference that can be made by a change in thinking and behaviour. Our trained facilitators enthusiastically help them to extrapolate the learning from these outdoor activities to their workplace. In our outbound programs, participants are made to go through various outdoor activities where they will be required to face challenging situations as individuals and teams. This will help them see the importance of communication, leadership, teamwork, planning and delegation. Many consider outbound training as one of the best platforms for personality development, confidence building and team building. 13. Suppose that a group of United Nations representatives from various countries forms to draft a resolution regarding world hunger. Is this an additive, disjunctive or conjunctive task? What kinds of process losses would such a group be likely to suffer? Can you offer a prediction about the size of this group and its performance? 14. Why is it sometimes hard to manage groups that are reciprocating inter dependent? An interpersonal deviant exhibits behaviours that are recognized as violations of social norms. According to Mertons Strain Theory (Merton 1968), culture defines things people should want i.e. goals and the means of obtaining them. Deviance occurs when there is a discrepancy between the goal and the means of obtaining it. The strain that is created causes people to engage in deviant behaviour. A dissenter may continually express a negative mood or attitude. This person refuses to abide by the dictates of or resists adherence to the team. The member negatively affects the emotion, mood and attitudes, and continually annoys the rest in the team. The often use of but is typical symptom a de-jeller exhibits. A dissenter is independent-minded and often speaks/thinks for himself. However, a dissenter can be creative, and risk-taker. 15. Suppose you need to compose a work team in your organization. What potential pitfalls would you expect? What would you do to help the team perform at high levels? They experience a deep commitment to the groups decisions and actions. This sense of belonging is enhanced and reinforced when the team spends the time to develop team norms or relationship guidelines together. Team members are viewed as unique people with irreplaceable experiences, points of view, knowledge, and opinions to contribute. After all, the purpose for forming a team is to take advantage of the differences. Otherwise, why would any organization approach projects, products, or goals with a team? In fact, the more that a team can bring out divergent points of view, that are thoughtfully presented and supported with facts as well as opinions, the better. 16. Should decision making by groups be avoided or encouraged by organizations? Illustrate.

Leaders should assign each member the role of critical evaluator. This allows each member to freely air objections and doubts. Higher-ups should not express an opinion when assigning a task to a group. The organization should set up several independent groups, working on the same problem. All effective alternatives should be examined. Each member should discuss the group's ideas with trusted people outside of the group. The group should invite outside experts into meetings. Group members should be allowed to discuss with and question the outside experts. 17. Name four barriers for the effective team work? Barrier 1: Individual agendas Barrier 2: Silo thinking Barrier 3: Lack of trust Barrier 4: Vagueness about what is to be achieved 19&20. Your Company is considering merging with a competitor. This has caused great disruption in the workplace as people begin to fear for their jobs. Work is slowing down, because people are taking time off to find new jobs. Meanwhile, production is sagging badly. (a) Does it make sense to expect employees to have these fears? Why or why not? Resistance emerges when there s a threat to something the individual values. The threat may be real or it may be just apperception. It may arise from a genuine understanding of the change or from misunderstanding, or even almost total ignorance about it (b) Describe how you would help to allay these fears and to return the workplace to normal. How effective do you think these steps might be? People are afraid to go after what they want because it would force them to stretch their comfort zones. It's only natural to put off things that scare us, to sidestep goals that require us to leave our comfort zone and take a risk. (c) If a merge did occur, how might you use an organizational development technique to smooth the transition? Organization development (OD), as an applied arm of the field of organizational behaviour, purports to facilitate organizational change through the use of a variety of change interventions. Its proponents feel that the tools and techniques of OD can improve an organization's problem-solving ability, increase its ability to adapt to rapid societal change, and provide managers an updated set of concepts and methods for managing their organizations. CASE STUDY1 1. Speculate on the reasons that must have gone into the group discussion when they came up with the idea of golf clubs and golf balls. Do you think Mr. Singh was justified in rejecting this idea without presenting it toothed top management for their reaction? Mr. Dilbagh Singh, a vice-president with the company was asked by the President of the company to form a group that would study and recommend some ideas for new products in

the consumer markets within the given facilities and resources for the company. Mr. Singh selected a group of seven persons from areas such as production, finance, research and marketing and gave them the responsibility and guidelines for decisions and operations and then gave the group complete freedom to brainstorm and come up with a feasible idea. 2. Do you think the second idea of baby dolls was a feasible idea? What was the groups main focus and why, considering that the company is not in the business of social welfare? Yes i think the second idea of baby dolls was a feasible idea because its a doll would talk when its belly was pressed. To cut costs and make it affordable for everyone, only exconvicts out of prison would be hired, partly to socially rehabilitate them and partly because they could be hired at cheaper rates. The primary focus was on social acceptance and appreciation that the company was giving these convicts along with a chance to make a respectable life for themselves. 3. Do you think the management was justified in rejecting the second idea, considering that all organizations have a social and ethical responsibility of community service? No, the management was justified in rejecting the second idea, considering that all organizations have a social and ethical responsibility of community service 4. If you were a member of the group, would you have supported either one or both of these ideas? Given reasons for your support Yes if i m member of this group, then i would supported either or both of these idea because the group complete freedom to brainstorm and come up with a feasible idea. CASE STUDY-2 1. Why do you think that the Disney organization, once a highly successful and growing organization became stagnant after the death of its founder Walt Disney? Describe as many reasons as possible. Disney, a famous family movie maker who had produced such movie hits as Fantasia and Snow hide. disneyland is a family entertainment phenomenon and is also known as the Magic Kingdom.Following Walt Disneys death, the Magic Kingdom hit a downward trend. The management rested on the laurels of its success and the organization stagnated into its status quo. It shunned innovation and stayed in its ivory tower away from the pulse of the audience. It became fearful of change and by all accounts, it was not fully utilizing its potential or its resources and considering the demand for its products and services, it was undercharging for its licensing of cartoon characters and admission to its theme parks. 2. How important is Michael Eisners role in the process of turnaround of the company fortunes? Does it mean that the success of the entire organization depends upon the philosophy of its Chief Executive Officer? Give reasons.
Eisner himself came up with a number of new and creative ideas including new health food restaurants and he encouraged and induced creativity among others and creativity became one of his top priorities. His idea of creating a Euro Disneyland in Paris came into high focus. He met with 12 of the worlds most respected architects in a wildly creative session to bring out as best a design for the theme park as possible. He encouraged and rewarded new ideas, opened the channels of communication and took the members into confidence by sharing with them his strategic plans and ambitious growth strategies.

3. List and explain the internal and external forces that necessitated the change in the outlook of Disney operations.

Films as Beauty and the Beast, Pretty Woman, Ruthless People and so on, Michael Eisners creativity, openness, innovation and team spirit has not been without its rewards. From 19894 to 1990, Disneys sales increased from $ 1.7 billion to almost $6.00 billion. Disney has expanded its family entertainment business to include book publishing and records and has opened a theme park in Japan.