2. Agenda
Assessment of company
– Create a list of potential areas of weakness based on the information you
have in the case brief
– Explain the interventions that may need to take place in the senior
management team, finance, marketing and training departments
– Utilize Maslow’s Hierarchy of Needs when explaining what motivational
coaching may need to take place
Team leadership and roles
– Using Ginnett’s model of team leadership describe how your team decided
on its members’ roles prior to starting the consultancy.
– Provide information on how your team and their roles evolved during the
process. Use powerpoint
– Explain each step of the Tuckman’s Forming, Norming, Storming and
Performing model as it pertained to your team. Use powerpoint
Final Recommendations
– Provide your suggested plan for the company
– Evaluate the financial impact of such a plan and the time it will take to
implement
3. Potential Weaknesses
Lack of collaboration
No guiding principles
Poor stakeholder outreach
No training
Too many employees
Lack of capitol
4. Interventions
Senior Management Team
– There must be immediate and clear communication on the part of
management with regard to any problematic issues.
Finance
– Hire a corporate accounting firm to create a comprehensive overall
picture of your company's assets and debts. Discuss with them
which of your company's assets are no longer necessary or
profitable to your business plan.
Marketing
– Know that you will lose all the advantages of name familiarity of the
company that will be absorbed by the new, parent company.
Decide which company can better afford that loss, Customers must
be kept informed.
Training Department
– Once you know how you would like the new company to run, you
should provide both oral and written training to employees.
6. Maslow’s Hierarchy of needs,
continued
Make the employee feel secure, needed and
appreciated. If leaders, those that have the
ability to influence the lives of workers, take
into consideration the needs of the individual,
the new technology that provides challenges
and opportunities for meeting those needs,
and provides the training to meet both sets of
needs, enhanced employee motivation and
commitment is possible.
8. Ginnett’s Model continued
Initiating: defining the problem, suggesting activities,
assigning tasks.
Information seeking: asking questions, seeking relevant
data or views.
Information sharing: providing data, offering opinions.
Summarizing: reviewing and integrating others’ points,
checking for common understanding and readiness for
action.
Evaluating: assessing validity of assumptions, quality of
information, reasonableness of recommendations.
Guiding: Keeping group on track.
9. Team Roles Evolved
Harmonizing: resolving interpersonal
conflicts, reducing tension.
Encouraging: supporting and praising others,
showing appreciation for other’s
contributions, being warm and friendly.
Gatekeeping: assuring even participation by
all group members, making sure that
everyone has a chance to be heard and that
no individual dominates.
10. Tuckman’s Model
Forming
the gathering of superficial information about fellow members,
and low trust.
– ensure the group members feel the clarity and comfort
required to evolve to the next stage.
Storming
marked by intragroup conflict, heightened emotional levels, and
status differentiation as remaining contenders struggled to build
alliances and fulfill the group’s leadership role.
– help members to voice their views, and to achieve
consensus (or commonality of views) about their purpose
and priorities.
Norming
The clear emergence of a leader and the development of group
norms and cohesiveness.
– focus on continuing to clarify the roles of each member,
and a clear and workable structure and process for the
group to achieve its goals.
Performing
group members played functional, interdependent roles that
were focused on the performance of group tasks.
– help members to reflect on their experiences and to learn
from them.
11. Suggested Plan
Objectives:
– Minimize time and costs
– Stakeholder outreach
– Retain key employees
– The merger will capture and integrate the best
products and systems of both companies
– The implementation will be staged rather than a
“big bang”
12. References
Adolph, G., Elrod, K. & Neely, J. (2006). Working
knowledge: Nine steps to prevent merger failure.
Retrieved December 5, 2012 from
http://hbswk.hbs.edu/archive/5271.html
Amens, H. (2008). Merger implementation steps+
issues. Retrieved December 5, 2012 from
http://www.slideshare.net/hal9007/merger-
implementation-stepsissues-presentation#btnNext
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2009).
Leadership: Enhancing the lessons of experience.
Boston, MA: McGraw-Hill Irwin.
Notes de l'éditeur
Due to the differences in systems, processes, and even corporate cultures, Wide Horizons can have a difficult time getting the two companies to work together.
Key interventions to prevent the merger from failing.
The Maslow model presents a means for understanding the needs of the individual and the worker; ever present and growing technology allows for new ways to meet these needs; and training makes the worker more secure, can enhance feelings of belongingness and self-esteem, and provides the opportunity for self-actualization.
According to Hughes, Ginnett & Curphy (2009), Group roles are the sets of expected behaviors associated with particular jobs or positions. Most people have multiple roles stemming from the various groups with which they are associated. In addition, it is not uncommon for someone to occupy numerous roles within the same group as situations change.
When developing a team, it helps a great deal to have some basic sense of the stages that a typical team moves through when evolving into a high-performing team. Awareness of each stage helps leaders to understand the reasons for members’ behavior during that stage, and to guide members to behavior required to evolve the team into the next stage.
It is almost impossible to meet these objectives unless planning and processes are built in at the start of the project and then managed to completion.