Case Study : Forgotten Group member

1: Identify the 5 group development stage

First stage - (Forming) - Ice breaking starts here. (Introduction, team leader election)

- (In the case) A group was formed having Christina as the 'team coordinator' along with 4 of her members Diane, Janet, Steve and Mike in the first meeting.

Second stage - (Storming) - Brainstorming process takes place here along with different perception, opinions and ideas regarding the work.

- (In the case) As different group members have different personality such as Diane she's quiet, Steve being a business-like person, Janet being the reliable one, and Mike being absent due to his reasons.

Third stage - (Norming)- This stage is where responsibilities are being distributed among team members, and having a goal alongside working hard with each other.

- (In the case) Well assuming, the goal is set and responsibilities distributed; however with Mike not present, the team does not achieve a maximum potential of 'norming'.

Fourth stage - (Performing) - Having their workload done, and performing transcendentally in each of their part effectively best describe this phase.

- (In the case) All the team members including Mike handed in their part although he only hand in a rough handwritten note

Fifth stage - (Adjourning) - The phase wear the team fulfill its purpose and can be disbanded.

- (In the case) The project is done but based on the peer evaluation marks of each of the member might be different depends on how Christine sees it.

2. Identify and describe the causes if conflicts in the case

-> One of the major causes of the conflict revolves around Mike, as he has a different personality compare to the rest

-> Workload was distributed but not time management

-> Mike felt offended when there was a 'meet up' and he felt 'left-out'. (As a result of not resolving the problem earlier)

3. Suggest the approach to leadership best suitable for the case

->Country-Club Management approach

Assignment 3 : Of Theories and hierarchy

Limitations of McGregor's Theory X Theory Y

What is theory x?

-> Managers believe that most of the people are self-centered

-> Motivated by only physiological and safety needs

-> The team have negative elements (lack of ambition, creative ideas, problem solving skills, avoid taking risk)

-> Managers in this theory 'distrust' their employees, therefore leads them to be authoritarian

What is theory Y?

-> Managers set their trust into their employees

-> They believe employees have their own set of skills and perform well in one or many parts of the project/work

-> They also believe, the team would take responsibilities, risks, and are self-disciplined.(blank cheque)

-> Last but not least, most employees are motivated by the matter of needs which actually is as contrast as the Maslow's Hierarchy of Needs

Limitations

->the methodology was flawed ( as his sample does not fall at both end of the extreme instead to be on a continuum of both)

->A company rather should not focus on one theory as the working environment requires both theory to be on the table. (One person can 'wear many hats' and if an employee is exposed and involve alongside learning the authoritarianism side of his/her leader, he would know more 'tricks of the trade'.

Maslow's Hierarchy of Needs .

(Physiological needs) -> Air, water, food, clothing, and shelter

(Safety needs) -> Physical, environmental and protection

(Social needs) -> Need for love, affection, belonging, and friendship

(Esteem needs) -> Internal esteem and external esteem

(Self-actualization needs) -> Urge of becoming what you are capable off, need for gaining more knowledge, experience, creativity and finding room to grow.

Limitations

-> Not all employees has the equivalent set of needs (most powerful unsatisfied need motivates the individual)

-> 'Starving artist' issue (basic needs not satisfied yet striving for fame and recognition)