organizational behavior human resource development

8/7/2019 Organizational Behavior Human Resource Development

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1Management Consultancy Services Departmentbecause we believe in the difference

Ratchetts Ltd. Management Report


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This report is intended to identify the issues and problems

currently associated with the commercial organization Ratchetts

Ltd. The report will also provide a recommendation for

improvement.

Purpose of this report

The car dealership organization Ratchetts Ltd. has been analyzed

in this report. The organization is facing issues with customer

service, administration of employees and future finance. From

the analysis it has been identified that Ratchetts Ltd. are working

in groups and not in teams. It has been identified that there is a

lack of communication between employees, the sales people lack

adequate training, there is little organizational identity or

leadership from the manager and we also believe that there is a

little job satisfaction due to intense competition; an effect of the

commission system of payment. Ultimate recommendations are

to train employees, employ new leadership strategies, deploy

strict guidelines on sales strategy, provide job enrichment and

help Ratchetts adopt cross-functional team strategy. Ultimately it

seems to be a human resource issue which can be fixed given

adequate time.

Executive Summary


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Contents

Purpose and Executive Summary...2

Introduction.........4

Departments at Ratchetts.......5

Issues and Problems at Ratchetts......7

MNCs recommendations..10

Action Plan..12

Priorities and Implications..13

Reference List...14


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4

Introduction

Management Consultancy Service Department has prepared a reportfor Ratchetts Ltd. Issues facing Ratchetts will be discussed and new

solutions will be offered.

There are three main focuses in this report.

The first looks at the different departments in Ratchetts and justifies

whether they work in groups or teams.

The second part of this report outlines and diagnoses underlying

issues and problems at Ratchetts. Issues and problems may relate togroup work, inter-group communication, motivation, leadership and

management of the company.

The third part of the report consists of recommendations as to how

things may be improved. The recommendation will be based on the

knowledge of the organization. Actions will be prioritized and the

implication of the recommendations made will be considered.

In all three areas mentioned above, examples will be drawn from theorganization and analyzed on the basis of organizational behavior

theories

An action plan is provided at the end of the report.


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5

Departments at Ratchetts

It has been asked to justify whether the workers at Ratchetts are in groups or teams.

Why it could be said that the workers are in groups:

By monitoring, a particular dialogue was identified at the workplace- a new car salesman

says I try to move the metal so that I get my commission and keep Lifestyle happy and

now theyre saying that Im too pushy in this job you have to be, otherwise somebody

else gets the deal. This indicates that there is a prevalent tense atmosphere and if the new

car salesman is not pushy then the used-car salesman acquires the deal instead of him. The

pressures of commission payment seem evident here as well as competition. Still, there

must be a reason as to why he is said to be pushy.

The departments at Ratchetts are in groups because it can be seen that the workers

disagree over each others tasks, there is constant tense atmosphere between workers

which produces a hostile environment; demonstrating the early stage of group formation

known as Storming (Tuckman, B.W. and Jensen, M.A.C., 1977).

To demonstrate tension as part of storming; another used car salesman says We do the

best we can and Service lets us down each time- shows there is lack of trust and

interdependence. Here it is being argued with the service department that the sales man is

just thinking about his individual groups benefit and not about Ratchetts as a whole.

Another salesman argues She was my customer, I talked to her first but Debbie signed herup on my day off - I deserve a percentage, interpersonal hostility is revealed here.

Ratchetts workforce seem to be in

this stage

Group Formation Theory-

Tuckman, B.W. and Jensen, M.A.C.(1977) - thebanyangroup.com


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Some attributes have been found at Ratchetts that provide a team working

atmosphere.

The car sales manager reports directly to Alan Ratchett and indirectly to his Lifestyle

regional manager. The car sales manager, the team leader, reports to his regionalmanager. The car sales manager is the team leader in this case, and the whole team is

made of departments of skilled people required to complete tasks. These departments

operate together to obtain rewards given by the company.

Another point that shows that these formal groups of people consist of teams is that

each dealership will be given their results in a monthly league table for the whole

region. Lifestyle has tried to make the two teams work together for the greater benefit

of the company even though there is little follow up evidence of follow up team work.

The speed and efficiency of work also seem to be low which is indicative of early stagesof teamwork (Katzenbach, J.R. and Santamaria, J.A., 1999).

In conclusion, because there is little evidence of teamwork and much more group work

at Racthetts, we will instate them as being groups and not teams. If the groups were at

a performing stage then we could call them teams but we believe that their

storming characteristics instate them as groups.

Still, it can be evaluated that our monitoring attempts may not give us the wholepicture. Using a group stages report may not be the best analytical model because

some people in the organization that have not been monitored may be performing

and working together cooperatively. The model tells us what the majority of workers

are doing; disregarding the minority team workers. It does not consider the role that

individuals undertake at Ratchetts. Furthermore, it has been arrived at the decision

that they are in a storming phase purely by subjective analysis. It will also be difficult to

create a timed action plan because it is difficult to know exactly howmuch time it will

take Ratchetts employees to transit from one development stage to another.

Nevertheless, using Tuckmans model allows us to, at the least, subjectively

understand the organization and even though it is agreed that this method will

disregard an individuals performance; we are aiming to make recommendations on

behalf of the entire Ratchetts workforce and not just one person. Extra time and effort

should be placed on employees with lower performance ratings.


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Issues and Problems at Ratchetts

It has been asked to identify and investigate issues and problems at Ratchetts.

The first issue that affects Ratchets Ltd is its affiliation with Lifestyle. Using Hertzbergs Two

Factor theory; basic hygiene needs need to be provided by Ratchetts; additionally

motivator factor for incentives and thus motivation must also be provided which;enhancing job satisfaction. A car dealer has to be selected for dealership rights, which

means that rigorous vetting procedures of registration guidelines defined by lifestyle;

have to be met. Once they are affiliated with Lifestyle, benefits are entitled and rewards

are given which gives the dealership; incentive to perform. If the employees at Ratchetts

do not achieve specific targets; they will lose out on benefits as well as 30,000 at end of

the year.

Stacy Adams (1963, 1965) argued that we are motivated to act in situations which we

perceive to be inequitable or unfair, practical examples occur when salesmen have behind

the scenes arguments regarding to who the commission should go to, comments such as

she was my customer, I talked to her first but Debbie singed her up on my day off Ideserve a percentage relate to this. The sales person has perceived inequity and attempts

to resolve it. Perceived equity seems to lead to greater job satisfaction and organizational

commitment (Sweeney et al., 1990), however inequity is perceived more commonly at

Ratchetts due to similar dialogue elsewhere, therefore, we will instate that issues at

Ratchetts include low job satisfaction and poor organizational commitment.


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Another issue is how the after sales department works. If car dealership technicians are

paid for the number of jobs they do, each job is based on a set amount on the books, so

technicians work time precede the set deadlines; having more time to complete another

job.

This is more rewarding for the technician but it leads the service department to experience

high levels of repeat repairs which are unwanted expenses as technicians disregard the

quality of their repair due to conflict of interest. This is a cause of poor customer service

and hence, low future sales due to damaged company image. According to Tolmans

(1930) expectancy model, employees are expecting to receive rewards after putting effort

in their jobs, but in this sense their efforts are contributing to the negative image of the

company due to unsatisfied customers bringing back their vehicles to be repaired.

Expectancy theory- Victor Vroom, HRZone.com


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There seems to be a lacking of the sales people to understand the thoughts and

feelings of customers and to manage their relationship with the customer accordingly

(based on Buchanan, Huczynski, 2010) in other words, they lack social intelligence.

Customers considered that salesmen were too pushy and they felt that they were

abandoned once the deal had been done with them. This is a representation of a lack

of social intelligence; indicating that the sales people have had limited training and

little experience in their field (based on Buchanan, Huczynski, 2010). Customers do notappreciate such poor sales techniques and therefore complain to Ratchetts; placing its

reputation at stake. Additionally, the sales people could be coding their messages

incorrectly due to external pressures such as the commission system of payment.

Negative feedback is sent by the customer not because of their perceptual filters or

decoding capabilities but because of the sales persons pushy technique of coding

their messages. Lack of training is a problem here.

Still, it would be unwise to say that it is the lone fault of the sales people. Customers

can be difficult to sell to and theymay decode the sales peoples messages incorrectly.

Therefore, examining this from a communication process model may not be useful and

there could be other problems affecting face to face communications; between

salesperson and customer.

The Two Factor Theory has limitations when analyzing Ratchetts. The theory tends to

disregard the emotional complexity of workers. Some workers at Ratchetts may simply

not want to perform. Hackman and Oldham (1976) note that the theory does not allow

for individual differences, such as a particular personality traits, which would affectindividuals' unique responses to motivating or hygiene factors. The salespeople may

think that the commission they obtain is simply not comparable to the level of effort

they have to place to make a sale, hence, their pushy, take it or leave it attitude. On

the other hand they may be putting in effort but this does not necessarily mean that

they are being effective. Victor Vrooms Expectancy Theory poses similar limitations as

identified above; it shows outcomes based solely on expectancy, disregards individual

needs while trying to produce rewards. The effectiveness of the theory seems

questionable; it may not apply to every salesperson or worker at Ratchetts because

they have different motivating needs. Nevertheless, these theories have helped

identify issues and we can proceed to rectify management based on this; at least for

the short term.

Mind Tools.com


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Our Recommendation

Ultimately, it has been asked that recommendations be provided that will aid Ratchetts.

The contingency theory of leadership states that leaders must adjust their style in a

manner consistent with aspects of the context. Managers should have developed

transformational leadership abilities as soon as problems started elevating at Ratchetts in

order to stay consistent with Ratchett organizations context. Using the Tannenbaum -

Schmidt (1958) continuum of leadership of behavior model, a change in leadership style

must be enforced; particularly on Alan Ratchett.

Using the SITUATIONAL LEADERSHIP model (Hersey, Blanchard, 1988), since Alan is

currently in a delegating phase (S4), he needs to move into the other participating, selling

and telling phases. This means he needs to develop a closer relationship with his workers,

keeping regular casual checks of how things are going with his subordinates, asking them

about the problems they are facing and understand their emotions to the problems. This

will build relationship. He then needs to provide his expertise in the task, giving them ideas

on how to perform their work; explaining his decisions and provides opportunity for

clarification. Finally to ensure that the right decision is implemented (S2), he needs to

delegate and provide specific decisions so that his workers are aware of exactly what they

are supposed to be doing (S3). A typical example would be Alan Ratchett understanding

why his customers think salesmen are pushy through a meeting with his salespeople,

understand the sales peoples views and feelings toward this matter, then cooperatively

create solutions such as behavior modification techniques, enforce these decisions onto

the sales people and regularly check whether they are implementing these and how they

are implementing these.

SITUATIONAL LEADERSHIP, Organizational Behavior (7th e.d.)


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Furthermore, in order to encourage team working, workers should get a chance to

experience other workers roles; as part of vertical loading. They should attend programs;

shadowing other employees, and thus will understand how the entire organization works

and implications of poor performance in other departments of the organization. Aims

should also be set to reduce Taylorism and employ quality maintenance procedures.

ACTION TO BE

TAKEN

BY WHOM BY WHEN ESTIMATED COSTS

Meetings with sales

people acting on

SITUATIONAL

LEADERSHIP

Alan Ratchett, Sales

People

(monthly) N/A

Meetings withManagers

Managers (weekly) N/A

Meetings with (by

sub ordinate

managers)

technicians acting on

SITUATIONAL

LEADERSHIP

Managers (monthly) N/A

Alan Ratchett to

create his own

action plan tochange his

leadership style

Alan Ratchett (immediately) NEG.

Workers visit each

other departments

for a week to

monitor their

activities

Workers (w/c 1st

December) N/A

Workers visit

Lifestyle for

conferences from its

board members and

workshop.

Workers, Lifestyle

employees)

(w/c 13th

December) Transport,

Refreshments, Extra

payment to event

administrators

~2000


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Priorities (from the start of next month):

1. Workshops with salespeople.

2. Workshops with technicians on quality maintenance and its implications on

Ratchetts.

3. Allocate newer, challenging, additional tasks for all workers.

Implications:

1. After training, salespeople should be able to handle customers diplomatically, in

the long run; a rise in sales should be seen.

2. Technicians will need more time to complete a task as they are now insuring

quality, reducing tension between the workshop and parts departments.3. Performance increase due to challenging tasks.


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1. Tuckman, B.W. and Jensen, M.A.C. (1977) Stages of small group development revisited,Group and Organizational Studies

2. Katzenbach, J.R. and Santamaria, J.A., (1999) Firing up the front line, HarvardBusiness Review

3. Adams, J.S. (1963) Inequity in social exchange, in L. Berkowitz (ed.), Advances inExperimental Social Psychology. New York: Academic Press

4. The Banyan Group (n.d.) The Tuckman Model of Team Development. Available athttp://banyan-online.com/19.html(Accessed: November 15

th2010)

5. Value Based Management (2010) Motivation Factors, Hygiene Factors: Two Factor Theoryand KITA. Available at

http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html

(Accessed: November 10th

2010)

6. Hrzone (n.d.) If I make the effort do I meet my goals?. Available athttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-

reviews/if-i-make-effort-do-i-meet-my-goals(Accessed: November 10th

2010)

7. Mind Tools Ltd (2010) Why you need to get your message across. Available athttp://www.mindtools.com/CommSkll/CommunicationIntro.htm (Accessed: November 12

th

2010)

8. Buchanan, D and Huczynski , A (2010) Paul Hersey and Ken Blanchard , (7 th ed.) UK: PearsonEducation Ltd.

9. Stewart Asoociates (n.d.) The continuum of Leadership Behaviour. Available athttp://www.stewart-associates.co.uk/leadership-models.aspx (Accessed: November 16

th

2010)

10.Hackman J. R., & Oldham, G. R., 1976, "Motivation through design of work", Organizationalbehaviour and human performance, vol. 16, pp. 25079

11.Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior: UtilizingHuman Resources (3rd ed.) New Jersey/Prentice Hall

Words: 2474, does not include contents page or references and in text reference

References
http://banyan-online.com/19.htmlhttp://banyan-online.com/19.htmlhttp://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.htmlhttp://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.htmlhttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-reviews/if-i-make-effort-do-i-meet-my-goalshttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-reviews/if-i-make-effort-do-i-meet-my-goalshttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-reviews/if-i-make-effort-do-i-meet-my-goalshttp://www.mindtools.com/CommSkll/CommunicationIntro.htmhttp://www.mindtools.com/CommSkll/CommunicationIntro.htmhttp://www.stewart-associates.co.uk/leadership-models.aspxhttp://www.stewart-associates.co.uk/leadership-models.aspxhttp://www.stewart-associates.co.uk/leadership-models.aspxhttp://www.mindtools.com/CommSkll/CommunicationIntro.htmhttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-reviews/if-i-make-effort-do-i-meet-my-goalshttp://www.hrzone.co.uk/blogs/brendanwalsh/360-degree-appraisal-and-performance-reviews/if-i-make-effort-do-i-meet-my-goalshttp://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.htmlhttp://banyan-online.com/19.html


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15because we believe in the difference


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Meeting Log MNC

Meeting Subject:MYO ASSIGNMENT

Date of Meeting:November 4

th2010

Facilitator: Saptarshi Masid Location: Kingston College 11th Floor LRC

Minute Taker: Delman Babaker Start Time: 1700 HRS

Attendees:

Abdullahi Guled, Delman Babaker, John Rochwani, Nikolaos Gratsos, Saptarshi Masid

Agenda:

Items Discussed Decisions ReachedOutline of Assignment- What tasks are to be

completed

Report, Presentation, Formalities

Task Allocation Abdullahi - Issues at Ratchetts, Delman-

Problems at Ratchetts, John- Prove they are in

groups, Nikolaos- Prove they are in teams,

Saptarshi- Conclusion, References, Executive

Summary, Introduction, Presentation

Planning:

Items Discussed Points MadeTask Allocation Stress made on applying course theory

Each tasks will be discussed in meetings

The presentation will be discussed together

Meeting Log:

Outstanding

Tasks

Assigned

To

Date Assigned Target

Completion

Date

Completed

Issues at RatchetsAbdullahi

November 4th

2010 November 12th

2010 NO

Problems at Ratchetts Delman November 12th

2010 NO

Prove Groups John November 19th

2010 NO

Prove Teams Nikolaos November 19th

2010 NO

Conclusion Saptarshi November 28th

2010 NO

Formalities Saptarshi November 28th 2010 NO

Upcoming Meetings:

November 5th

2010

Proposed Items for Next Meeting Agenda:

Issues and Problems at Ratchetts


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Meeting Log MNCMeeting Subject: MYO ASSIGNMENT Date of Meeting: November 8th 2010

Facilitator: Saptarshi Masid Location: Chiko Land Fast Food Restaurant

Minute Taker: John Rochwani Start Time: 1710 HRS

Attendees:


Agenda:

Items Discussed Decisions ReachedTask Allocation Eight points identified in total

Planning:

Items Discussed Points MadeProblems and Issues Stress made on applying course theory

Expansion of points discussed

Stress made on evaluation of work

Meeting Log:

Outstanding

Tasks

Assigned

To


Completion

Date

Completed

Issues at Ratchets Abdullahi November 4th

2010 November 12th

2010 NO


2010 NO


2010 NO


2010 NO


2010 NO


Upcoming Meetings:

November 15th

2010


Justification of groups or teams


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Meeting Log MNCMeeting Subject: MYO ASSIGNMENT Date of Meeting: November 15th 2010


Minute Taker: Nikolaos Gratsos Start Time: 1700 HRS

Attendees:

Abdullahi Guled, Delman Babaker, John Rochwani, Saptarshi Masid

Agenda:

Items Discussed Decisions ReachedTask Allocation Eight points identified in total

Planning:

Items Discussed Points MadeProblems and Issues Stress made on applying course theory

Expansion of points discussed

Stress made on evaluation of work

Meeting Log:

Outstanding

Tasks

Assigned

To


Completion

Date

Completed


2010 November 12th

2010 YES


2010 YES


2010 NO


2010 NO


2010 NO


Upcoming Meetings:

November 22th

2010


Conclusion


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Meeting Log MNC



th2010

Facilitator: Saptarshi Masid Location: Train Compartment

Minute Taker: Abdillah Guled Start Time: 1645 HRS

Attendees:

Abdullahi Guled, Delman Babaker, John Rochwani, Saptarshi Masid

Agenda:

Items Discussed Decisions ReachedTask Allocation Question 1 Discussed again as difficulties were

identified in completing it

Planning:

Items Discussed Points MadeTask Allocation Further discussion of question 2

Meeting Log:

OutstandingTasks

AssignedTo

Date Assigned TargetCompletion

Date

Completed

Issues at Ratchets Abdullahiv November 4th

2010 November 12th

2010 YES


2010 YES


2010 YES


2010 NO


2010 NO

Formalities Saptarshi November 28th

2010 NO

Upcoming Meetings:

November 22th

2010


Conclusion and formalities


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Meeting Log MNC



nd2010


Minute Taker: Delman Babaker Start Time: 1700 HRS

Attendees:


Agenda:

Items Discussed Decisions ReachedTask Allocation Conclusion and Formalities

Planning:

Items Discussed Points MadeConclusion Various items to go into the conclusion

Formalities- Journal Resumes, Strengths as a group, weaknesses,

what we learned about ourselves, what we could

do differently, recommendations

Meeting Log:

Outstanding

Tasks

Assigned

To


Completion

Date

Completed


2010 November 12th

2010 YES


2010 YES


2010 YES


2010 YES


2010 NO

Formalities Saptarshi November 28

th

2010 NO

Upcoming Meetings:

Project report to be handed in on the 29th, no upcoming (formal) meetings


N/A


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Group Profile and critical reflection

Profile

Our group consists of five members. They are Abdullahi Guled, Delman Babaker, John

Rochwani, Nikolaos Gratsos and Saptarshi Masid. We have all combined our efforts to

produce a report on Ratchetts Ltd. Several meetings were arranged in which ideas were

brought together. A leader (Saptarshi) was chosen who would delegate specific tasks to the

other group members. This was to ensure that all members were aware of what they were

doing.

Strengths and weaknesses as a group

Strengths Weaknesses

All were eager to complete the task Poor communication with a group member

All provided feedback on progress Different perceptions

One group member had previous experience

of this assignment

Different message decoding abilities

Worked collaboratively as a team Social Loafing

Good group cohesion Time management

Comfortable with other members, wellacquainted

Conflict in shared frames of references ofindividual members

How our group worked together:

Firstly, we all gained understanding of the case study, in the first meeting; we presented our ideas

and views on the case. Then the leader planned out specific tasks for everyone. The assignment was

split into different sections: Contextual work or the important work was work that formed the main

body of the report. This was hard factual information that had to be done, using research and

analysis. Delman, Abdullahi, John and Nikolaos were given these tasks, focusing their time and

effort on these sole tasks. The other section included what we called formalities to complete the

assignment. These included the introduction, conclusion, purpose of the report, executive summary,

formatting, presentation and the group profile. These were tasks that needed to be done at the end

because they required that the hard information be present in the report. Formalities were

undertaken by the leader; Saptarshi. Each question was split into two parts and the respective group

members responsible for getting the task done had one week to do half the question. Ultimately,

each question was completed in one week of research and writing. The leader requested that the

questions follow a consistent thesis, antithesis and a synthesis approach, the thesis involving

application of knowledge from course theory to the cases study. Antithesis required a criticalevaluation of the thesis and synthesis required that the underlying fundamentals of both the thesis


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and antithesis be identified and a resolution be stated at the end of every question. At the end of

completing each task of a group member, tasks had to be forwarded electronically to the group

leader for moderation and formatting. Aspects of each task were discussed in meetings and the

responsible group member simply had to expand points raised and convert them into logical

structures. This approach was under taken in every meeting. Problems raised with some challenging

aspects of questions, however these were resolved in informal group meetings. Our group also

utilized instant messaging technology to create a common workplace at home where we could talk

to each other and combine our ideas to help the member responsible for the task to complete it.

This helped us work individually at home where there would be no distractions and also supported

by the group leaders decision to utilize the Collective Effort Theory (Karau and Williams, 1993).

Finally, all the hard information was obtained by the group leader on the week nearing the deadline

and it was formatted, into one cohesive and consistent report; writing the conclusion, introduction

and executive summary. Finally the group profile was completed and rough notes from meetings

were converted to formal meeting logs. It can be evaluated that our method may not have been the

best work method as we were working in a disjunctive task style, relying on the leader to producethe final document of the assignment. Conflicts arose from the leaders decisions and delegations

because of the attitudes and feelings of other group members but the leader tried to convince the

others of the correctness of his decisions (based on Buchanan, Huczynski, 2010). Still, the

assignment was completed before deadline.

Task allocation:

ASSIGNMENTJUSTIFY IN GROUPS: JOHN,

JUSTIFY IN TEAMS: NICK

CONCLUSION, EXECUTIVE

SUMMARY, FORMATTING-

SAPTARSHI

PROBLEMS AT RATCHETTS-

DELMAN, ISSUES-

ABDULLAHI


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What has worked best for the group?

The fact that group work employs collaborative thinking and bouncing of ideas helped and the entireassignment administrated by one leader worked very well. Therefore, despite the negatives of

assigning a leader, the leaders direction helped us get the tasks done.

Positive aspects of working in a group:

We can produce work that is not one sided but form multiple points of view, because each of the

group members had different perceptions about aspects of the report, we could create an unbiased,

effective report.

What we would do differently next time:

Next time, we will try to focus on the structure of written work. We will try to clearly identifysections, ensure that we dont overlap ideas and paragraphs and restrict to what we have specifically

been asked to do. For example, John and Nikolaos inserted recommendations and suggestions which

were not their tasks. They could have used that word limit to focus on justifying whether they are in

groups or in teams. So next time more focus will be given to the quality of the report. The leader will

also be used to work on the actual hard information instead of formalities. Next time we will also

enforce vertical loading measures so that group members are motivated because they have more

challenging tasks to complete.

Negative aspects of working in a group:

Communication as described earlier was a big problem. Some members didnt convey their ideasclearly, effectively while others were too aggressive and asserted their ideas strongly even though

they were not good enough. Administrating a group as a leader is very difficult. Motivation is an

important factor as due to little motivation, group members were not progressing on their tasks and

therefore, working in a group enforces codependency. The question arises as to whether you can

depend on others to do their work. Some deadlines were not met that were set by the leader. An

individual on the other hand engages in less social loafing and therefore completes his task

effectively.

For next year students:

We strongly recommend that next year students complete assignments with a leader based group.

The leader can provide direction and motivate others when there is little motivation to complete

tasks (it is understood that such a leader needs to be present in the first place). Students need to set

very early deadlines so the assignment can be repeatedly revised and revisited (we learned it the

hard way). Tasks need to be allocated specifically so that everyone knows what to do. Ultimately its

all about leadership. As a group, we believe it is very important to motivate group members, set

challenging goals and collaboratively complete tasks. We also advise to complete certain formality

tasks such as introductions, group profiles, formatting etc. in conjunction to work progress, this lifts

the final burden. Use checklists and progress maintenance charts from the start and structure work

clearly.


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END OF ASSIGNMENT


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Our first uniassignment completeoh

yea..uhuhoh yeahoh yeah.

organizational behavior human resource development

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