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MGMT340 U2 DB - Research Paper Example

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With favouritism, there will definitely evolve chaos with the rest of the employees leading to not only a laxity in performance but recordings of high…
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MGMT340 U2 DB
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Role in management Affiliation: Discuss your position and feelings, including opinions, hurt feelings, problems caused in your group, etc.
Employees should not feel like there is favouritism in the work place not matter how competent of performing an employee is. With favouritism, there will definitely evolve chaos with the rest of the employees leading to not only a laxity in performance but recordings of high employee turnover to other companies that treats employees equally and this will definitely lose the competitive advantage of a company. If favouritism creates a problem, then dealing equally with the employee including necessary punishments is the only solution (Griffin, 2011).
Discuss the model that Bruce Tuckman designed decades ago that is still considered a major work and is used today.
Tuckman describes four stages of group development which are forming, storming, norming and performing (Clayton and Clayton, 2009). Forming is the first group where team members get to know each other and get to know their roles. This is followed by storming which is the stage where team members get to voice their opinions and disagreements. This leads to a lot of arguments and fighting among the group members. If they survive this group, it moves to norming where calm returns to the group and they focus on the goals and not the conflicts surrounding them. Lastly is the performing stage where the actual work gets done.
Review the Tuckman model and decide what phase you are in and the reasons for your conclusion.
The group is in the storming stage where they tend to focus on conflicts rather than actually getting the work done. Disagreements over even minor issues are brought up during group discussions derailing the group from focusing on the goals and spending time arguing about inequality among other things. This leads to a slack in performance and little productivity is seen at this point in the group.
References
Clayton, M. and Clayton, M. (2009). Management Models Pocketbook. New York: Pocketbooks.
Griffin, R. (2011). Fundamentals of Management. New York: Cengage Learning. Read More
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