3 Assignments.
Course: Organizational Behaviour.
Due Date: March 15, 2018 @ 11:55 pm (MST-Canada) -For all 3 assignments.
Assignment 1:
Word Limit: 120 Words
Detail:
Relevance of Roles and Norms to Teams
The manner in which a team handles its internal processes plays a part in how effective it is. High-performance teams work hard to clarify their goals and ensure critical team roles are met. Norms of behaviour are the standards used by a team to evaluate its members’ behaviour.
Roles are specific to the individual in a situation. Watch this video (See Attachment) and decide:
1. What role did the person on the street agree to?
2. What told the person on the street the role had changed?
3. Is it easy for people to adopt the new role? what are the variety of reactions expressed?
Switch your focus from the person on the street, to the actors in the skit:
4. What role does clothing play in defining the various roles, from street worker to riot police?
Attachments:
Video (Roles)
PowerPoint Roles
Assignment 2
Word limit : 620 Words
Detail:
Norms are shared attitudes that determine appropriate from inappropriate behavior in different situations. Knowing how norms evolve will help group members clarify behavioral expectations, help individuals avoid embarrassing situations, and clarify the group’s central values.
Norms are not easy to -see-, so watch the following vidEscolhendo_a_escada.wmveo( https://www.youtube.com/watch?v=_XIowCq16BI) and then answer the questions that follow.
If the video won't play for you, here is the youtube link to copy and paste: https://www.youtube.com/watch?v=SByymar3bds
Answer these questions:
1. At the start of the video, what is the norm for most people - the stairs or the escalator?
2. Will the norm of -taking the stairs- transfer to other locations and situations? why or why not?
3. Did conformity happened in this video, Yes or No and why?
3. Identify examples from your workplace, school, a group you belong to, your church etc. etc. on the different norms and categorize them as Performance, Appearance, Social Arrangement and/or Allocation of Resources.
Activity 1:
Jennifer had recently been hired to be the teller supervisor at a large downtown credit union. On a given day she had eight tellers open for most of the customer hours. Her tellers are young people mostly going to school (at least part-time) and none are married. Most of these tellers live in apartments in the downtown area that they share with one or two roommates. Lately, she noticed that customers are left waiting while two or three tellers share stories about parties they were at or gossip about their roommates. Even when customers are helped, tellers are talking to each other while they work, not to the customer. Also, teller stations are often closed as the staff takes an exceedingly long time during a washroom break and during their coffee breaks. Jennifer herself had recently become quite good friends with some of the tellers, she had tried discussing the issues with the tellers in a lighthearted way to maintain harmony but nothing had changed. In fact, things had been quite uncomfortable when she approached Alix, a woman who had been at the credit union for 12 years. Alix was very argumentative, challenging everything Jennifer said to her, and after their discussion, she made a lot of negative comments about Jennifer and the credit union behind Jennifer’s back. She did everything she could to undermine Jennifer’s authority. Jennifer knew she needed to improve things, but she really didn’t want to have to get the tellers who were her friends into trouble with upper management. She wasn’t sure what her next step was.
Identify two norms of this group.
a.
b.

2. Identify an implication for one of the norms you described above. State which norm, a or b, you are discussing in your answer.

3. Suggest two things you, as the supervisor, could do to improve the norms of the teller group.

a.
b.

3. What stage of group development do you think the teller group is in? Support your answer.

4. Is Jennifer experiencing role conflict or role ambiguity? Explain your answer.

5. What type of role has Alix taken on?
6. Identify and implication with regard to the credit union as a result of Alix’s role.

7. Has Jennifer assumed a task role, a maintenance role or both? Support your answer.

Activity 2: Stages of Group/Team Development (Discussion)

The five-stage model of group development is a sequence of stages groups passes through. Although no one team will pass through exactly the same way, this model captures the essence group and team development. This activity requires you to analyze the events provided in a scenario and identify the stages of group/team development. Refer to page 213 - 214 in your textbook.
Instructions
Read the scenario “Quality Circle of LDB Corp.”
Answer the questions that appear throughout the scenario.
Substantiate your answer, using the theory contained in Chapter 6.
Scenario – “Quality Circle of LDB Corp.”
At 8:30 on Monday morning, the Quality Circle of LDB Corp. met in the board room. The group consisted of six people in various occupations from production worker to corporate manager. The same group of people has been meeting weekly for the last 16 months.
At this particular meeting, the group was evaluating a cost reduction initiative it recommended and management implemented two months ago. The group discussion has centered on a communications problem identified by several departments. After the group clarified the issue and identified procedures for improving communications, two members voiced the concern that the group had not accurately diagnosed the problem. After further discussion, the group decided to table the issue so that each member could gather additional information from each department to make a more informed decision.
Which stage of group development is demonstrated by the group at this time? Identify two characteristics of this stage that are evident in the case. What advice do you have for the leader of the group in helping the group's members function effectively at this stage? Why?
Before the meeting adjourned, Lynn Fleming asked the group to recognize the contributions of two members who were leaving the group. Frank Kowalski was retiring after 37 years, and Marianne Ngo was moving to Toronto. Lynn also indicated that the two new members of the team would be Sam Lafontaine, the CEO of LDC Corp., and Johnny Bishop, a production worker. Mr. Lafontaine had specifically asked to join the Q.C. As two members made eye contact, their rolled eyes indicated they weren’t happy with the choices.
The following Monday, each group member entered the boardroom cautiously. What little conversation there was, focused on the weather. The last person to arrive was Mr. Lafontaine who sat at the head of the table. While Lyn Fleming introduced the two new members, other members entertained private thoughts.
“How did I get into this?” thought Johnny Bishop. “This group is way out of my league.” Another person was thinking, “Will I ever be able to express an honest opinion again in this group with Mr. Lafontaine running the show?” And another thought, “This group won’t be the same. The goals and focus will change. Can I even contribute to this group anymore?”
What is the stage of group development now? Identify one characteristic of this stage that is evident in the case. Describe possible approaches the manager could take at this point to effectively lead the group at this stage. Support your response using your knowledge of group/team theory.
After the introductions, Mr. Lafontaine addressed the group. He was surprised by what he saw in the frowning faces and defensive body language. This reaction was not what he had expected from a group who had a reputation of co-operation and teamwork. He decided to forge ahead and give the group his vision of where he felt their future efforts could be directed.
Mavis Sybly spoke up with an edge to her voice. “And where does that leave the issues we are currently working on?” Mr. Lafontaine replied he was only trying to offer new ideas to the group to challenge their thinking. Lyn Fleming stated the group was tackling challenging issues, evidenced by the number of the group’s recommendations implemented by the corporation. Wes Tandy (with all due respect to Mr. Lafontaine) expressed concern that the control of the group seemed to be shifting. As the bantering continued, Mr. Lafontaine felt like he was on the ‘hot seat’ and decided to adjourn the meeting.
The four original members of the Q.C. met for lunch that day to discuss the new direction Q.C seemed to be taking and how they were going to respond.
Which stage of group development is demonstrated by the group at this time? Identify two characteristics of this stage that are evident in the case. Suppose you were the group's leader at this point. Describe your next steps and reasons for them.
Activity 3: Ethical Dilemma
Consider the concept of social loafing introduced in this chapter. Then, turn to page 236 in your textbook reading the Dealing with Shirkers scenario. Then answer the three questions following the scenario in this discussion forum.
In addition comment on:
#4.Have you observed social loafing in a team/group situation? What do you believe causes social loafing? What do you believe is the best way to handle a situation of social loafing(or shirking)?
Activity 4
GROUP NORMS/COHESIVENESS

You are the teller supervisor at a large downtown credit union. On a given day you have eight tellers open for most of the customer hours. Your tellers are young people mostly going to school (at least part-time) and none are married. Most of these tellers live in apartments in the downtown area that they share with one or.two roommates. Lately, you have noticed customer service has declined. Customers are left waiting while two or three tellers share stories about parties they were at or gossip about their roommates. Even when customers are helped, tellers are talking to each other while they work, not to the customer.
You decide to take action. Refer to page 229 Exhibit 6-9 to respond to the productivity outcome.
What effect does each of the following actions have on the Productivity of the teller group? Explain.
a) You fire one of the tellers, to set an example to the others

b) You transfer two of the tellers to back-room jobs at the same pay. You hire two new tellers who are older and have families.

2. After you hire the two new tellers, what stage of group development is the teller group in? Explain.

3. What can you do to improve the norms of the teller group?
Attachments:
PowerPoint Norms
Page 213 and 214
Assignment 3
Word Limit: 320 Words
Detail:
Stages of Group/Team Development
This activity requires you to analyze the events provided in a scenario and identify the stages of group/team development.
Instructions
Read the scenario “LDB Corp.'s Quality Committee”.
Answer the questions that appear throughout the case study.
Post your answers to the discussion board and read and respond to others work as a learning opportunity.
Case Study – “LDB Corp's Quality Committee”
At 8:30 on Monday morning, the Quality Committee of LDB Corp. met in the board room. The group consisted of six people in various occupations from production worker to corporate manager. The same group of people has been meeting weekly for the last 16 months.
At this particular meeting, the group was evaluating a cost reduction initiative that it recommended and management implemented two months ago. The group discussion has centered on a communication problem identified by several departments. After the group clarified the issue and identified procedures for improving communications, two members voiced the concern that the group had not accurately diagnosed the problem. After further discussion, the group decided to table the issue so that each member could gather additional information from each department to make a more informed decision.
Question 1. Which stage of group development is demonstrated by the group at this time? Identify two characteristics of this stage that are evident in the case.
Question 2. What evidence is there that this group has vulnerability trust?
(Vulnerability trust is evident in relationships that have trust - relationships that allow people to admit mistakes and ask for help from others.)
Before the meeting adjourned, Lynn Fleming asked the group to recognize the contributions of two members who were leaving the group. Frank Kowalski was retiring after 37 years, and Marianne Ngo was moving to Toronto. Lynn also indicated that the two new members of the team would be Sam Lafontaine, the CEO of LDC Corp., and Johnny Bishop, a production worker. Mr. Lafontaine had specifically asked to join the Q.C. As two members made eye contact, their rolled eyes indicated they weren’t happy with the choices.
The following Monday, each group member entered the board room cautiously. Most of the conversation was focused on the weather. The last person to arrive was Mr. Lafontaine who sat at the head of the table. While Lyn Fleming introduced the two new members, other members entertained private thoughts.
“How did I get into this?” thought Johnny Bishop. “This group is way out of my league.” Another person was thinking, “Will I ever be able to express an honest opinion again in this group with Mr. Lafontaine running the show?” And another thought, “This group won’t be the same. The goals and focus will change. Can I even contribute to this group anymore?”
Question 3. What is the stage of group development now? Identify two characteristics of this stage evident in the case.
Question 4. From Exhibit 6-4 on page 225, what characteristics are now lacking in the committee?
After the introductions, Mr. Lafontaine addressed the group. He was surprised by what he saw in the frowning faces and defensive body language. This reaction was not what he had expected from a group that had a reputation of co-operation and teamwork. He decided to forge ahead and give the group his vision of where he felt their future efforts could be directed.
Mavis Sybly spoke up with an edge to her voice. “And where does that leave the issues we are currently working on?” Mr. Lafontaine replied he was only trying to offer new ideas to the group to challenge their thinking. Lyn Fleming stated the group was tackling challenging issues, evidenced by the number of the group’s recommendations that were implemented by the corporation. Wes Tandy (with all due respect to Mr. Lafontaine) expressed concern that the control of the group seemed to be shifting. As the bantering continued, Mr. Lafontaine felt like he was on the ‘hot seat’ and decided to adjourn the meeting.
The four original members of the Quality Committee met for lunch that day to discuss the new direction the committtee seemed to be taking; how could the four of them get the committee back into effectiveness.
Question 5. Which stage of group development is demonstrated by the committe at this time? Identify two characteristics of this stage that are evident in the case.
Questions 6. Is the conflict Mavis expresses functional or dysfunctional? Why?
Attachments:
PowerPoint Group Development.
Exhibit 6-4
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