Most of the Firm’s challenges fall in the portion of processes. Marco is very confident in his team’s input levels and output levels. The challenge at hand would be to adapt to the ever-changing business and service his clients. Its challenge is, according to Hughes, Ginnet, & Curphy (2015), “to adapt its business to focus on what the clients were asking for. Specifically, clients, with their reduced staffs, were looking for help responding to their customers’ requests and looking for ways to make the most of their limited marketing budgets.” (p. 436) The process of achieving this is their biggest challenge. Their inputs- their team members have been hand selected by Marco himself and he feels that this is a strength of his. Their outputs would be the solutions that the team members come up with to service their client’s needs. Services such as a new advertising idea to help reach more customers, or a new website design to help with how the customer interacts with the website and can more easily dictate the flow to increase the client’s phone inquiries or Web visits. Potential resources for Marco and his team that will help in implementing a strategy to change the way they do business at Hernandez and Associates could be brainstorming with his team. A simple sit down session to try and come up with ideas that they can use to better service their clients can help garner ideas and allow the individual team members to buy into the change more freely. You may get no good ideas from this approach, but to be able to have your entire team buy into what needs to be done can help the process down the road when you begin to look outside for ideas that may work in this situation. To increase a client’s phone inquiries you can use billboards, commercials, and websites to increase traffic. Something as simple as a billboard that thousands of people see, or a commercial that leads people to go to the website because they are curious can be a very good thing. References: Hughes, R.L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: Enhancing the lessons of experience (8th ed.). New York, NY: McGraw-Hill Minicase Integrating Teams at Hernandez & Associates Marco Hernandez is president of Hernandez & Associates Inc., a fullservice advertising agency with clients across North America. The company provides a variety of marketing services to support its diverse group of clients. Whether called on to generate a strategic plan, create interactive Web sites, or put together a full-blown media campaign, the team at Hernandez & Associates prides itself on creative solutions to its clients’ marketing challenges. The firm was founded in 1990 with an emphasis in the real estate industry. It quickly expanded its client base to include health care, as well as food and consumer products. Like many small firms, the company grew quickly in the “high-flying” 1990s, but its administrative costs to obtain and serve businesses also skyrocketed. And, as with many business ...

1. Most of the Firm’s challenges fall in the portion of
processes. Marco is very confident in his team’s input levels
and output levels. The challenge at hand would be to adapt to
the ever-changing business and service his clients. Its challenge
is, according to Hughes, Ginnet, & Curphy (2015), “to adapt its
business to focus on what the clients were asking for.
Specifically, clients, with their reduced staffs, were looking for
help responding to their customers’ requests and looking for
ways to make the most of their limited marketing budgets.” (p.
436) The process of achieving this is their biggest challenge.
Their inputs- their team members have been hand selected by
Marco himself and he feels that this is a strength of his. Their
outputs would be the solutions that the team members come up
with to service their client’s needs.
Services such as a new advertising idea to help reach more
customers, or a new website design to help with how the
customer interacts with the website and can more easily dictate
the flow to increase the client’s phone inquiries or Web visits.
Potential resources for Marco and his team that will help in
implementing a strategy to change the way they do business at
Hernandez and Associates could be brainstorming with his
team. A simple sit down session to try and come up with ideas
that they can use to better service their clients can help garner
ideas and allow the individual team members to buy into the
change more freely. You may get no good ideas from this
approach, but to be able to have your entire team buy into what
needs to be done can help the process down the road when you
begin to look outside for ideas that may work in this situation.
To increase a client’s phone inquiries you can use billboards,
commercials, and websites to increase traffic. Something as
simple as a billboard that thousands of people see, or a
commercial that leads people to go to the website because they
are curious can be a very good thing.
References:

2. Hughes, R.L., Ginnett, R. C., & Curphy, G. J. (2015).
Leadership: Enhancing the lessons of experience (8th ed.). New
York, NY: McGraw-Hill
Minicase
Integrating Teams at Hernandez & Associates
Marco Hernandez is president of Hernandez & Associates Inc.,
a fullservice
advertising agency with clients across North America. The
company
provides a variety of marketing services to support its diverse
group
of clients. Whether called on to generate a strategic plan, create
interactive
Web sites, or put together a full-blown media campaign, the
team at
Hernandez & Associates prides itself on creative solutions to its
clients’
marketing challenges.
The firm was founded in 1990 with an emphasis in the real
estate industry.
It quickly expanded its client base to include health care, as
well as
food and consumer products. Like many small firms, the
company grew
quickly in the “high-flying” 1990s, but its administrative costs
to obtain
and serve businesses also skyrocketed. And, as with many
businesses, the
agency’s business was greatly affected by the terrorist attacks
of September
11, 2001, and the economic downturn that followed. Clients’
shrinking
budgets forced them to scale back their business with
Hernandez & Associates,

3. and staff cutbacks meant that clients needed more marketing
support services as opposed to full-scale campaigns.
Hernandez & Associates now faced a challenge—to adapt its
business
to focus on what the clients were asking for. Specifically,
clients, with their
reduced staffs, were looking for help responding to their
customers’ requests
and looking for ways to make the most of their limited
marketing
budgets. Its small, cohesive staff of 20 employees needed to
make some
fast changes.
As president of Hernandez & Associates, Marco Hernandez
knew
his team was up for the challenge. He had worked hard to create
an
environment to support a successful team—he recruited people
who
had solid agency experience, and he consistently communicated
the
firm’s mission to his team. He made sure the team had all the
resources
it needed to succeed and constantly took stock of these
resources. He
had built his team as he built his business and knew the group
would
respond to his leadership. But where to start? Getting the team
to understand
that growth depended on a shift in how it served its clients
was not difficult—each of the employees of the small firm had
enough
contact with the clients that they knew client needs were
changing. But
making significant changes to the status quo at Hernandez &
Associates

4. would be difficult. Group roles had to change—creative folks
had
to think about how to increase a client’s phone inquiries and
Web site
visits; account people needed a better understanding of the
client’s
desire for more agency leadership. And everyone needed a
better sense
of the costs involved. The company as a whole required a more
integrated
approach to serving clients if they hoped to survive. Marco
needed a plan.
1. Like many leaders, Marco has a team in place and does not
have the
luxury of building a new team to adapt to the changing business
environment his firm now faces. Use the TLM to help Marco
diagnose
the problems faced by the firm and identify leverage points for
change.
a. Consider the major functions of the TLM—input, process,
and output.
Where do most of the firm’s challenges fall?
b. What are the team’s goals for outputs?
2. Identify potential resources for Marco and his team in
implementing
a strategy to change the way they do business at Hernandez &
Associates.
BBA 3651, Leadership 1

5. Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
7. Analyze organizational change and methods to appropriately
manage groups and teams.
7.1 Outline the differences between an individual, group, and
team.
7.2 Describe the developmental stages of groups.
7.3 Identify effective team characteristics.
7.4 Describe effective team building strategies.
Reading Assignment
Chapter 10:
Groups, Teams, and Their Leadership
Unit Lesson
In Unit V, we will cover groups, teams, and their leadership. To
start, we need to look at the differences
between an individual, group, and team. The individual can be
identified as me, myself, or I. However, group
and team have similar definitions in the dictionary, but, in
business, the terms are very different. These terms
are often used interchangeably. In business, they are
distinguished from one another. The three sections
below provide definitions and examples of individual, group,
and team in the business setting.
Individual

6. Business Dictionary (2014) defines an individual as “(a) a
person, (b) a distinct, indivisible entity, often one
among many others of a similar kind” (para. 1). In the
workplace, an individual is synonymous with employee
or a single employee. An individual is usually responsible for
his or her own actions and contributions. The
individual achieves organizational objectives or goals in
relative isolation of others. Individuals do not worry
about what other members of the group achieve. When an
individual joins a group or team, the role can
change.
Group
In the workplace, a group consists of at least three or more
employees who work together in a department or
unit. The members of the group work independently of each
other to achieve the organization goals or
objectives. An example of a group would be an accounts
payable department of an organization. There may
be four employees belonging to this department. One employee
is the supervisor and the other three
employees are assigned their own clients by alphabet. One
employee might have A-J, another K-O, and the
third P-Z. Each employee is responsible for their letters of the
alphabet and work independently. Groups
found in the workplace also tend to be permanent fixtures in the
organization.
There are many reasons why we form groups. As the old saying
goes, two heads are better than one. That is
a primary reason why we form groups. In groups, individuals
have a shared knowledge of the objectives, but
work individually on their own tasks or responsibilities. Groups
allow organizations to maximize expertise on a

7. long-term basis.
Team
A team is three or more employees who collaborate together to
achieve the same organizational goals or
objectives. These employees often come together from different
departments within the organization. A safety
team is a prime example of the team definition. The employees
of a safety team usually consist of one
UNIT V STUDY GUIDE
Groups, Teams, and
Their Leadership
BBA 3651, Leadership 2
UNIT x STUDY GUIDE
Title
employee from each department. These employees meet
regularly, outline and address safety issues, and
communicate their effort with the organization. These team
members are chosen based on the employee’s
expertise. The team assignment is often a temporary assignment.
Team members are rotated as
organizational changes are made. Some organizations limit team
membership to a given length of time.

8. There are many reasons why we form teams. Teams are mostly
formed to work on specific goals and projects
using a collective of expertise. These teams are usually based
on a temporary or short-term basis. The
members of teams come from various departments. Due to the
varying expertise within teams, many issues
can be resolved early in the program or objective. Many safety
and value analysis teams have a
representative from every department of the organization. This
allows multi-talent teams to work more
efficiently.
Reference
Business Dictionary. (2014). Individual. Retrieved from
http://www.businessdictionary.com/definition/individual.html