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Human-Resource Management Interview - Assignment Example

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The objective of this paper is to analyze the interview responses from the respondent. The interview concerns the utilization of groups in the marketing department. The paper introduces the interviewee and the rationale for selecting the person to take part in the interview…
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Human-Resource Management Interview
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Download file to see previous pages  Rao (2009) defines a group as a team of members who influence one another towards the accomplishment of organizational objectives. A group comprises of a smaller number of people equipped with complementary skills and committed to the common purpose, performance goals, and the approaches that they hold themselves mutually accountable (Chiarini, 2012). Groups are highly effective in the marketing department, just as they are in other departments of organizations. The first step in understanding the functionality of groups in human-resource management requires interviewing a person who holds a leadership position in an organization, especially in the marketing department. The Interviewee The name of the person interviewed is Harrison. Harrison is an overall marketing manager of the leading banking organization in Europe. Harrison holds a Master of Business Administration from Harvard University. The company hired Harrison in the year 2003; he has ten years experience in the company, but fifteen years in the marketing department.  Harrison’s Experience with Utilizing Groups Harrison has used groups two times during his time as a marketing manager. Harrison was first involved in developing a marketing group, where he headed the formation process. The stages of team development that Harrison oversaw included forming, storming, norming and performing. Forming involved orienting and acquainting with the team members, which was characterized by uncertainties and stress (Chiarini, 2012). The primary role of Harrison in this stage was to recognize that team members were struggling to adjust to their new functions and the environment. Harrison had to remain tolerant of lengthy interactions probing team specifics, facilitating role clarity and emphasizing the need for customer focus. The stage of storming involved encouraging open discussion, developing interpersonal competence and urging group members to arrive at agreements that will help the group to achieve its objectives. Norming was another critical stage where Harrison was involved in encouraging the group towards developing team norms and values, and the process of determining unacceptable behaviors that are significant for the future productivity of the organization (Rao, 2009). The last stage of group development was performed, which involved recognizing the accomplishments of the group and the desired behavior of the team to ensure sustainability and continuance of the team for an unforeseeable future. The second time that Harrison involved himself with groups was when hired to evaluate group performance.   ...Download file to see next pagesRead More
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