Analysis of the Concepts and Models Used for Improve the Situation in Greenline Company - Term Paper Example

Memo Lucy Lam A Consultant January 31, 2008 Re: Managing people Dear Mrs. Lam. In order to improve the situation in Greenline, it is important to take into account the main problems and conflicting situations occurred between the top team members. Before beginning analysis of the problems, I will describe and analyze the main theoretical concepts and models used in the analysis. At Greenline, lack of strategic vision and poor group management can result in low commitment and conflict situations, lack of understanding and satisfaction. Analysis of the Concepts and Models Group conflict has a great impact on performance and human relations. Research into group conflict (Jehn & Mannix (2001) has pointed out that groups can work through conflicts successfully, and when they do, it strengthens the group's ability to deal with future conflicts. (Jehn & Mannix (2001) identify three main types of the group conflict: task conflict; relationship conflict; process conflict. Another researcher, Robbins (2005) singles out: functional conflict and dysfunctional conflict. In other cases, conflicts undermine the group process and set the stage for ongoing problems and reduced group effectiveness in the future. Some recent research by Jehn & Mannix (200) examines the longer-term effects of conflict on group performance. The research also considers what they call "task complexity" as a moderating variable, which aligns with the notion of quantitative and qualitative balance in relation to conflict. An alternative view is proposed by (Hede 1990) who states that there two factors are needed to produce conflict: cognitive disharmony and affective disharmony. Group dynamics depends upon group norms, group cohesiveness and group roles assigned to different group members. McKenna (1994; in Hayes 2002) state that there are seven factors influenced group cohesiveness: similarity of attitudes and goals, time spent together; isolation of group from others; threats from outside group, size; stringent entry requirements; rewards for group performance; problems. The small group is a subsystem within the larger organization. As such, it is subject to the same forces as the larger system. The behavior of one group member affects all of the others. Influencing behavior carries beyond the face-to-face meeting. Individual members interact "off-line" in settings other than meeting rooms. Schutz's 3-stage Model will help to identify and describe the main problems occurred in Greenline. According to his model, there are three main stages of group dynamics: stage 1: In or Out (when members unsure about joining, explore relationships); stage 2 - Top or Bottom (when conflicts and power struggles among members), stage 3: Near or Far (members make commitment and clarify relationships; emotional integration of members). Another model of group development is proposed by Margerison & McCann (1995). They explain that a leader or central person is a wheel of the group. Such group is generally more satisfied with the communication pattern and results than the other members. He or she can, however, suffer from information overload and have difficulty making judgments or arriving at a solution. Managers also have the responsibility to establish and maintain the climate of the groups that work in his or her department. When opportunities are provided for free and open discussion, people tend to feel more personal satisfaction and are generally more productive. Another important concept is groupthink. It is defined as "the mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive in-group that it tends to override realistic appraisal of alternative courses of action" (Irving Janis, 1971: 43). If a group has groupthink, managers who succeed in creating trusting, open exchanges between people and a high level of cohesiveness among members can keep disagreement and conflict in perspective. Problem Identification Greenline many individual elements affect the way the top team operates: the reason the top team was formed, the personalities of the members, the information or resources the top team has, the type or style of leadership. Greenline should be seen as a complex set of interdependent parts that interact in ways intended to adapt to the constantly changing environment. The organization is described as made up of components consisting of individuals, structural and functional groups, technology, and other equipment. All of the system's parts are dependent upon one another in the performance of organizational activity, and any change in one part influences change in the other components. Analysis of the Situation The main problems at Greenline are lack of group dynamics (cohesiveness, norms and ole), inadequate leadership style; task and relationship conflicts; and dysfunctional conflict. Following McKenna (1994; in Hayes 2002), managing group process requires creating a climate that develops a degree of dependence on the group. This dependency on the group enables members of the group to influence one another more effectively. Greenline top team lacks this power and is unable to solve the problems it faces. The combination of personal commitment to the group's goals, dependence on the group, and the group's power over individuals in the group is what produces positive group climate. Under these conditions, groups work harder than those groups with little cohesiveness. Greenline's top team is faced with task conflict and relationship. Task roles relate to the task output of the group. They should focus on the business of moving the action forward toward a conclusion, a decision, or a solution. Maintenance roles affect the interpersonal dynamics of the group. It is possible to say that the main conflict occurred between Jane Donohoe and Lam Patrick. Both of they have a strong influence on social climate. Certainly, leaders seek and give opinions and take on a clarifying and coordinating role. In this case, their personal conflict leads to task conflict and poor climate and morale. In contrast, good leaders should energize their groups and provide evaluation and criticism of the group product. The primary social and maintenance roles that a leader might take on include being a supporter and encourager, a harmonizer when it is called for, and a gatekeeper to make. Executive leadership poses an additional challenge. The main mistake of Jane Donohoe is poor personal relations and autocratic leadership style. However, beyond the task of conducting or facilitating effective meetings with other executives and managers, those who would aspire to be recognized as organizational leaders need to project some qualities beyond simple role assimilation. Part of the antagonism and hardening of position by the newcomer was attributed to the ambiguity produced by this disconnect between her approach to group interaction brought from a different person and the new culture she had tried to establish. Jane Donohoe does not address the group as a whole. In this case, the group is not a dynamic one limited in decision-making and group thinking. Folloing Schutz's 3-stage mode, it is possible to say that Greenline is on the second stage affected by conflicts and power struggles among members). The overall system of the organization and the subsystems are continually under pressure from the environment to adopt modes of communication that allow the individual units to quickly disseminate and receive information to make the most informed decisions. Leadership plays a significant role in how information flows in the organization. Strong stable leadership requires an understanding of both the formal and informal communication channels in the organization and the ability to apply techniques and strategies for influencing that communication. The model breaks group roles into three types: task roles, maintenance roles, and dysfunctional roles. Most of the Greenline's top team members play dysfunctional roles facilitating conflicts and misunderstanding. Understanding that all classification systems may oversimplify the situation by asserting that individuals will adhere to one role or another during the group inter- action process, the model is useful in identifying what the specific role behaviors are. During the course of any group interaction various individuals may take on different role behaviors. The result is less individual member interaction, and the larger the group, the less influence each individual has on the group as a whole (Pelled et al 1999). Suggested Strategies To improve the situation, Greeline and its founder Lucy Lam should improve climate and morale among top team members and introduce new leadership style, establish strong corporate norms and rules to direct and motivate top managers. Democratic leadership will help Greenline to introduce groupthink and make the top team a cohesive group. At the beginning, having identified the real nature of the objection, the facilitator responds with appropriate information (specific features or technical data) that address the unique concerns of this particular group member. The more precise the response relative to the exact concern, the more likely the information offered will be satisfactory. The most important and most often overlooked ingredient of the meeting is getting the commitment of the group to carry the action items forward. The successful facilitator never ends a meeting without achieving a commitment from the group, even if only to another meeting in the future. In concept, the entire facilitation process is a committing process. Look for commitment from the opening moments of the meeting and obtain the group's approval to proceed. You are asking for commitment as you help the group identify problems and needs, move the group toward solutions to the identified problems, and obtain a commitment to action. Commitment will help top team to become a dynamic one and create groupthink so important for top management. They point out that groups are constantly changing, so operational procedures or our general approach to managing groups cannot be fixed in place and then ignored (Schuler, 1998). These strategies will be effective because if managers are going to become effective at managing group process, they have to consider all of the elements influencing the workings of the group and the way these elements interact. These strategies are required in order for the dynamics of group roles, norms, power, status, and leadership to come fully into play. Party conflict resolution will be an important part of conflict management (Mills, 2003). Lucy Lam should be the third party who helps to solve the conflict and maintain healthy atmosphere. Facilitating meetings appears to be an integral part of any executive's landscape. However, the skills of facilitation are not just a subset of management skills (Slade, 1994). Often the same executives who are charged with presenting the big picture or being a leader will find that they need to do things in the facilitator role that appear to be in direct conflict with what they might normally do in a traditional executive role. Getting work done is what facilitators help others to do. They provide methods that support both accomplishing tasks and helping individuals work together more effectively. Depending on the situation, one aspect may be emphasized more than the other. Good facilitation helps people make the connection between the quality of their work and the way they treat each other as they do the work (Belbin, 2004). Conclusion The behavior of one group member affects all of the others. Influencing behavior carries beyond the face-to-face meeting. The more cohesive a group is, the stronger its social bonds to tolerate conflict. Through the application of clear direction, consistency, and other leadership qualities, managers create a social reality within which their groups can function. Under the best of circumstances, this social reality gives people the freedom to assert their individuality within a predictable context. In short, they enter into potentially difficult situations with the knowledge that they are already accepted by the group. The company management should take into account that managers and leadership need to involve themselves in hands-on facilitation of the key issues and processes that affect the success of their own organization as well as the broader community. They need the skills to create environments that enable people to function at their highest levels and bring a large measure of commitment to the work they do. Facilitation is more than just a process; it is a mind-set or worldview that influences every aspect of managing. Bibliography 1. 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Robbins, SP 2005, Organizational behavior, 11th edn, Pearson Prentice Hall, Upper Saddle River, NJ. 10. Schuler, R. 1998, Managing Human Resources. Cincinnati, Ohio: South-Western College Publishing. 11. Slade, S. 1994, Goal-Based Decision Making: An Interpersonal Model. Lawrence Erlbaum Associates. Read More