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  • Due to the differences in systems, processes, and even corporate cultures, Wide Horizons can have a difficult time getting the two companies to work together.
  • Key interventions to prevent the merger from failing.
  • The Maslow model presents a means for understanding the needs of the individual and the worker; ever present and growing technology allows for new ways to meet these needs; and training makes the worker more secure, can enhance feelings of belongingness and self-esteem, and provides the opportunity for self-actualization.
  • According to Hughes, Ginnett & Curphy (2009), Group roles are the sets of expected behaviors associated with particular jobs or positions. Most people have multiple roles stemming from the various groups with which they are associated. In addition, it is not uncommon for someone to occupy numerous roles within the same group as situations change.
  • When developing a team, it helps a great deal to have some basic sense of the stages that a typical team moves through when evolving into a high-performing team. Awareness of each stage helps leaders to understand the reasons for members’ behavior during that stage, and to guide members to behavior required to evolve the team into the next stage.
  • It is almost impossible to meet these objectives unless planning and processes are built in at the start of the project and then managed to completion.
  • Consultant Presentation

    1. 1. Consultant PresentationShanda WilliamsBUS381Professor StrettonDecember 5, 2012
    2. 2. Agenda Assessment of company– Create a list of potential areas of weakness based on the information youhave in the case brief– Explain the interventions that may need to take place in the seniormanagement team, finance, marketing and training departments– Utilize Maslow’s Hierarchy of Needs when explaining what motivationalcoaching may need to take place Team leadership and roles– Using Ginnett’s model of team leadership describe how your team decidedon its members’ roles prior to starting the consultancy.– Provide information on how your team and their roles evolved during theprocess. Use powerpoint– Explain each step of the Tuckman’s Forming, Norming, Storming andPerforming model as it pertained to your team. Use powerpoint Final Recommendations– Provide your suggested plan for the company– Evaluate the financial impact of such a plan and the time it will take toimplement
    3. 3. Potential Weaknesses Lack of collaboration No guiding principles Poor stakeholder outreach No training Too many employees Lack of capitol
    4. 4. Interventions Senior Management Team– There must be immediate and clear communication on the part ofmanagement with regard to any problematic issues. Finance– Hire a corporate accounting firm to create a comprehensive overallpicture of your companys assets and debts. Discuss with themwhich of your companys assets are no longer necessary orprofitable to your business plan. Marketing– Know that you will lose all the advantages of name familiarity of thecompany that will be absorbed by the new, parent company.Decide which company can better afford that loss, Customers mustbe kept informed. Training Department– Once you know how you would like the new company to run, youshould provide both oral and written training to employees.
    5. 5. Maslow’s Hierarchy of Needs
    6. 6. Maslow’s Hierarchy of needs,continued Make the employee feel secure, needed andappreciated. If leaders, those that have theability to influence the lives of workers, takeinto consideration the needs of the individual,the new technology that provides challengesand opportunities for meeting those needs,and provides the training to meet both sets ofneeds, enhanced employee motivation andcommitment is possible.
    7. 7. 10-13McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.FeedbackFeedbackFeedbackFeedback on team effectivenessGinnett’s Team EffectivenessLeadership ModelDreamT-1 TaskT-2 CompositionT-3 NormsTeam DesignT-4 Authority0-1 Reward Systems0-2 Education Systems0-3 Information SystemsOrganizational Inputs0-4 Control SystemI-1 Interests/MotivationI-2 Skills/AbilitiesI-3 Values/AttitudesIndividual InputsI-4 Interpersonal BehaviorTeam LeadershipIndustryP-1 EffortP-2 Knowledge & SkillsP-3 StrategyProcess CriteriaP-4 Group DynamicsTeam EffectivenessOutcome acceptable tostakeholdersFuture capability of teamIndividual satisfactionDesignEnvironmentDevelopmentSelf-efficacy FeedbackMaterial ResourcesFeedback
    8. 8. Ginnett’s Model continued Initiating: defining the problem, suggesting activities,assigning tasks. Information seeking: asking questions, seeking relevantdata or views. Information sharing: providing data, offering opinions. Summarizing: reviewing and integrating others’ points,checking for common understanding and readiness foraction. Evaluating: assessing validity of assumptions, quality ofinformation, reasonableness of recommendations. Guiding: Keeping group on track.
    9. 9. Team Roles Evolved Harmonizing: resolving interpersonalconflicts, reducing tension. Encouraging: supporting and praising others,showing appreciation for other’scontributions, being warm and friendly. Gatekeeping: assuring even participation byall group members, making sure thateveryone has a chance to be heard and thatno individual dominates.
    10. 10. Tuckman’s Model Forming the gathering of superficial information about fellow members,and low trust.– ensure the group members feel the clarity and comfortrequired to evolve to the next stage. Storming marked by intragroup conflict, heightened emotional levels, andstatus differentiation as remaining contenders struggled to buildalliances and fulfill the group’s leadership role.– help members to voice their views, and to achieveconsensus (or commonality of views) about their purposeand priorities. Norming The clear emergence of a leader and the development of groupnorms and cohesiveness.– focus on continuing to clarify the roles of each member,and a clear and workable structure and process for thegroup to achieve its goals. Performing group members played functional, interdependent roles thatwere focused on the performance of group tasks.– help members to reflect on their experiences and to learnfrom them.
    11. 11. Suggested Plan Objectives:– Minimize time and costs– Stakeholder outreach– Retain key employees– The merger will capture and integrate the bestproducts and systems of both companies– The implementation will be staged rather than a“big bang”
    12. 12. ReferencesAdolph, G., Elrod, K. & Neely, J. (2006). Workingknowledge: Nine steps to prevent merger failure.Retrieved December 5, 2012 from, H. (2008). Merger implementation steps+issues. Retrieved December 5, 2012 from, R. L., Ginnett, R. C., & Curphy, G. J. (2009).Leadership: Enhancing the lessons of experience.Boston, MA: McGraw-Hill Irwin.