Deck 12: Team Dynamics and Leadership

Question 1

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
What is the difference between a rule and a norm? Do norms help or hurt groups? Is it ethical to make group members comply with group norms? Can groups stop having norms?

Answer 1

There are several norms and rules that business firms create in order to deliver their tasks and activities in an efficient manner. Rules and norms help firms to work legally and ethically without losing the values and objectives of the firm.
The difference between a rule and a norm can be described by stating that rule represents standards that describes the accepted behaviors by the individuals or groups. On the other hand, norm represents the average behavioral characteristics that are expected out of an individual or a group. Rules are the guidelines that describes the dos and don'ts for a person or a group, while, norms refers to the typical attitudes and behaviors that are either approved or disapproved by the group.
Norms do help groups in a way that norms create certain acceptable behaviors and attitudes which are applied by group members in delivering every aspect of their job duties. For example- a typical group is expected to work under legal regulations and ethical concerns without crossing the legal limits set for the group members by the organization. The members should not reveal the confidential information of the group or the firm to the outside parties, they should not take bribes, should not take undue advantage of their power and positions, etc. These are certain parameters and norms that helps group members to work smoothly and efficiently.
It is completely ethical to make group members to comply with group norms because norms are created to ensure that group members do not get engage in wrong actions and work progressively towards the right defined direction in delivering their duties in the firm. Unless, the firm will carry a strict attitude towards the group members requiring them to adopt group norms and deliver their duties as per those norms, there is a possibility that group members might divert from accepted standards of behaviors and get engage in wrong and unethical actions. This way it is necessary for the firm to make group members to comply with group norms and it is completely ethical to make this happen.
Groups cannot stop having norms because unless norms are clearly defined to the group members, they cannot differentiate between the actions and behaviors that are acceptable or unacceptable by the group or the firm. Members have to properly made aware of the dos and don'ts that describes their performance parameters in the group and also determines their rightful contribution in the group. If groups will stop having norms, it will make the group efforts go haywire without any particular style of achieving the group goals. This is the reason groups cannot stop having norms.

Question 2

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
Are managers who ignore or fight activist groups being ethical?

Answer 2

Not Answer

Question 3

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
With virtual team members from all over the world, how does the global economy affect team performance?

Answer 3

Organizations utilize groups to meet performance goals. When team members interact with each other, team dynamics are developed. Groups develop when correct leadership styles and problem solving methods are adopted.
At lot of global MNCs, team work holds an important position. However, the level of team work differs. In Asian countries, team work is given a lot of importance while leadership and decision making are considered participative.
Group compositions share rules and cohesiveness and are lesser conflict prone. Asians just believe in being the part of the team rather than blinking individually. Certain countries might also get offensive as they get down to business stoo quickly rather than building human relations.
A poor team player might show personality traits of being aggressive, impatient and might make frequent interruptions which could offend other team members.

Question 4

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
What norms are driving these stockholders to form these new groups and what factors may lead to high or low group cohesion?

Question 5

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Which group most clearly plays self-interest roles?

A) 1
B) 2
C) 3

Question 6

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Group 3 appears to be in stage of group development.

A) 1
B) 2
C) 3
D) 4
E) 5

Question 7

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Which group(s) has high agreement and commitment to its own objectives?

A) 1
B) 2
C) 3 f. 2 and 3
D) 1 and 2
E) 1 and 3
G) 1, 2, and 3

Question 8

Using your list from Work Application (5), identify the major roles played by each group member, including yourself.

Question 9

Identify group problem members at a meeting you attended. Was the leader effective in handling them? What would you have done to make them more productive members? Explain in detail.

Question 10

Describe Sempco's team structure relative to team leadership and decision-making.

Question 11

List at least three of the team's norms. Identify them as positive or negative. How does the team enforce these norms?

Question 12

How would you describe the firm's organizational structure (Chapter 6)?

Question 13

Explain why networking (Chapter 11) would be critical in an organization like Sempco which has no organizational chart and therefore no formal channels of communication (Chapter 6).

Question 14

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Many of the TV reality shows have an element of teamwork. However, they often have members of the teams doing negative things to each other to get ahead. Do you believe that these negative examples of poor teamwork influence peoples' behavior in real-life groups? Can you give any examples of TV shows that give positive examples of good teamwork?

Question 15

Since Sempco does not have work rules, how do norms impact team performance?

Question 16

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Team development stages state that most people coming to a new group are enthusiastic, but that with time they lose some of their morale. What types of things happen in most groups to cause this decline in morale? Be sure to focus on the components of team structure and team dynamics.

Question 17

Group Performance
Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
What would you recommend doing to increase productivity in each of the three groups?

Question 18

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
In general, how might firm performance (structure + dynamics + development stage) factor into the formation of these stockholder interest groups?

Question 19

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
It has been said that success breeds cohesiveness, which in turn leads to more success. What does this mean? How is it supposed to work? Do you agree with the statement?

Question 20

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Betty primarily plays a role for her group.

A) task
B) maintenance
C) self-interest

Question 21

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Christen, Ted, Jean, and Paul make up a group.

A) functional
B) task
C) informal

Question 22

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
Corporations, like democratic governments, are formed with the underlying philosophy of majority rule; those who own the most shares have the most voice. How equitable to managers and regular stockholders are the changed firm dynamics being caused by these activist groups (even if these firms are underperforming and/or their executives are overpaid)?

Question 23

Identify the group's stage of development and the leader's situational supervisory style. Does the leader use the appropriate style?

Question 24

Note: This exercise is designed for class groups that have worked together for some time. (Five or more hours are recommended.)
Answer the following questions as they apply to your class group.
1. Based on attendance, preparation, and class involvement, identify each group member's level of commitment to the group, including yourself. (Write each member's name on the appropriate line.)
High commitment _______________________________
Medium commitment _______________________________
Low commitment _______________________________
2. Our group size is:
_______ too large __________ too small ________ OK
Explain why.
3. List at least five norms your group has developed. Identify each as positive or negative.
1.
2.
3.
4.
5.
What positive norms could the group develop to help it function?
4. Based on the group's commitment, size, homogeneity, equality of participation, intragroup competition, and success, identify its cohesiveness level as:
__________ high ________ medium _______ low
How does cohesiveness affect performance? What can be done to increase cohesiveness?
5. Identify each group member's status, including your own. (Write each group member's name on the appropriate line.)
High __________________________________________
Medium __________________________________________
Low __________________________________________
Does the group have status congruence? How can the group improve it?
6. Identify the roles members play. Write the name of each group member who plays each role on the appropriate line. You will most likely use each name several times and have more than one name on each role line, but rank them by dominance.
Task roles
Objective clarifier _______________________________________
Planner __________________________________________
Organizer __________________________________________
Leader __________________________________________
Controller __________________________________________
Maintenance roles
Former __________________________________________
Consensus seeker _______________________________________
Harmonizer __________________________________________
Gatekeeper __________________________________________
Encourager __________________________________________
Compromiser __________________________________________
Self-interest roles (if appropriate)
Aggressor __________________________________________
Blocker __________________________________________
Recognition seeker _______________________________________
Withdrawer __________________________________________
Which roles should be played more, and which less, to increase effectiveness? Who should and should not play them?
7. Our group is in stage ________ of group development.
1. Orientation
2. Dissatisfaction
3. Resolution
4. Production
What can be done to increase the group's level of development?
8. Identify problem people, if any, by placing their names on the appropriate line(s).
Silent member _____________________________________
Talker _____________________________________
Wanderer _____________________________________
Bored member _____________________________________
Arguer _____________________________________
What should be done to help eliminate the problems caused by these people? Specifically, who should do what?
9. Review the answers to questions 1 through 8. In order of priority, what will the group do to improve its group structure? Specify what each group member will do to help the group's structure.
Note: This exercise is designed for groups that have met for some time. (Five or more hours are recommended.)
Objectives: To gain a better understanding of the group structure components and how they affect group performance, and to improve group structure.
AACSB: The primary AACSB learning standard skills developed through this exercise are teamwork and leadership; in addition, communication, reflective thinking, self-management, and analytic skills are developed.
Preparation: You should have answered the preparation questions.
Experience: You will discuss your group's structure and develop plans to improve it.
Groups get together to discuss their answers to the nine preparation questions. Be sure to fully explain and discuss your answers. Try to come up with some specific ideas on how to improve your group's process and dynamics.
Conclusion: The instructor leads a class discussion and/or makes concluding remarks.
Application (2-4 minutes): What did I learn from this experience? How will I use this knowledge in the future?
Sharing: Volunteers give their answers to the application section.

Question 25

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Which group(s) has objectives (positive norms) in agreement with those of management?

A) 1
B) 2
C) 3 f. 2 and 3
D) 1 and 2
E) 1 and 3
G) 1, 2, and 3

Question 26

Describe Ricardo Semler, Semco's CEO, style of leadership (Chapter 8).

Question 27

For Work Applications (1) through (8), recall a specific group to which you belong or have belonged. If you will be doing Skill-Building Exercise 12-1, do not use your class group for this specific group now. Does the group agree on, and are members committed to, clear objectives? Explain your answer.

Question 28

Is the group cohesive? How do the six factors listed above influence the group's cohesiveness? How does the level of cohesiveness affect the group's performance? Explain your answers.

Question 29

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Many people complain about meetings. Recall a meeting that you have attended. Do you have any complaints about it? State whether or not the meeting had each of the four parts of a written meeting plan (Exhibit 12.6) and whether the meeting included (1) reviewing objectives, (2) covering agenda items, and (3) summarizing and reviewing assignments. How could the meeting have been improved?

Question 30

At Sempco how does size affect the performance of these teams? Are these teams too large?

Question 31

Given the democratic operation of the firm and its teams, how does status and roles impact team performance?

Question 32

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Group 1 appears to be in stage of group development.

A) 1
B) 2
C) 3
D) 4
E) 5

Question 33

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
It has been said that the team performance model is too simplistic; group performance is much more complex. Do you agree with this statement? How can the model be used?

Question 34

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Select a work or sports team to which you belong/have belonged. Which team member (not the manager or coach) had the highest level of status? Identify the factors that contributed to that person's high status.

Question 35

What can be done to improve the group's dynamics? Explain.

Question 36

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
Specifically, how might firm leadership and management-stockholder conflicts apply as well?

Question 37

Ganging Up on Management: Storming Shareholders Form Activist Groups
CEOs of public corporations have been put on notice by a new type of shareholder-shareholders who do not accept the company line and create activist groups. Shareholders could always participate in the overall direction of these firms through the election of members of the board and through their ability to have shareholder propositions placed on the ballots, yet several have recently felt that these rights were not enough to have any real effect on these firms. The formation of stockholder activist groups or teams represents a splintering of stockholders' interests from the general group of firm investors.
What is driving all this activity? Displeasure on the part of a growing number of antsy investors with how executives at many companies are managing their businesses and allocating capital. The investors aren't bashful about telling the companies how to get shares higher. Companies continue to grant executives excessive pay packages, or engage in wasteful spending. A lot of companies in our country are poorly managed and bloated, with too many layers at the top.
Although management cannot disregard these activist groups and their plans for the firm, activist behavior has been questioned by management because these vocal investors are looking for short-term gains and paybacks, potentially leaving firms in less healthy condition for the long term.
Also, these groups do not represent the majority of the shareholders of the firm; therefore, they are creating what might be called minority tyranny. It has been argued that if these shareholder groups want to have their voices heard they should go through the normal processes of nominating members to the board of directors and then conducting an election campaign for their representatives.
Are activist groups who represent a minority of stockholders' interests being ethical in pressing management for change?

Question 38

Apply one motivational theory (Chapter 9) to explain how Sempco meets their employees' needs to increase their work performance.

Question 39

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
To increase productivity, Christen set up a group.

A) functional
B) ad hoc committee
C) standing committee

Question 40

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Which group(s) is cohesive?

A) 1
B) 2
C) 3 f. 2 and 3
D) 1 and 2
E) 1 and 3
G) 1, 2, and 3

Question 41

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Identity the types of problem team members you have encountered. Did the team leader effectively handle these problem members? How could the leader have done a better job of managing these members?

Question 42

Objectives: To help you understand the stages of group development, and to use the appropriate situational supervision style.
AACSB: The primary AACSB learning standard skills developed through this exercise are teamwork and leadership; in addition, analytic skills are developed.
Preparation: You should have completed Self-Assessment Exercise 12-2.
Experience: You will discuss your selected supervisory styles for the 12 preparation situations, and you will be given feedback on your accuracy in selecting the appropriate style to meet the situation.
The instructor reviews the group situational supervision model, Exhibit 12.5, and explains how to apply it to situation 1 in Self-Assessment Exercise 12-2. The instructor states the group's developmental stage, the supervisory style of each of the four alternative actions, and the scoring for each alternative. Follow the three steps below as you try to select the most appropriate alternative action for each of the 12 situations in Self-Assessment Exercise 12-2.
Step 1. For each situation, determine the team's level of development. Place the number 1, 2, 3, or 4 on the D ________ lines.
Step 2. Identify the supervisory style of all four alternatives a through d. Place the letters A, C, P, or L on the S ________ lines.
Step 3. Select the appropriate supervisory style for the team's level of development. Circle its letter, either a, b, c, or d.
Option A (3-5 minutes): The instructor gives the class the recommended answers to situations 2 through 12, as in procedure 1, without any explanation.
Option B (10-30 minutes): Break into teams of two or three, and go over the situations chosen by the instructor. The instructor will go over the recommended answers.
Conclusion: The instructor leads a class discussion and/or makes concluding remarks.
Application (2-4 minutes): What did I learn from this experience? How will I use this knowledge in the future?
Sharing: Volunteers give their answers to the application section.

Question 43

List each team member in order by status in the team, including yourself. What are some of the characteristics that lead to high or low status on the team?

Question 44

Group Performance Through reorganization, Christen has been assigned three additional departments that produce the same product. Ted, Jean, and Paul are the supervisors of these departments. Christen would like to increase productivity, so she set up a group to analyze the present situation and recommend ways to increase productivity. The group consists of Christen, the three supervisors, an industrial engineer, and an expert on group dynamics from personnel.
The group analyzed the present situation in each department as follows:
Group 1: Ted's department produces at or above standard on a regular basis. It averages between 102 and 104 percent of standard on a monthly basis. (Standard is 100 percent.) Members work well together; they often go to lunch together. Members' productivity levels are all about the same.
Group 2: Jean's department produces between 95 and 105 percent on a monthly basis. However, it usually produces 100 percent. The members do not seem to interact too often. Part of the reason for the standard production level is two employees who consistently produce at 115 percent of standard. Jean will be retiring in six months, and they both want to fill her position. There are three members who consistently produce at 80 to 90 percent of standard.
Group 3: Paul's department achieves between 90 and 92 percent of standard on a monthly basis. Betty is a strong informal leader who oversees the productivity level. She lets members know if they produce too much or too little. John is the only member in the department who reaches production standards. The rest of the department members do not talk to John. At times they intentionally keep his level of production down. All other department members produce at about 90 percent of standard.
Answer the following questions. Then in the space between the questions, state why you selected that answer.
Group 2 appears to be in stage of group development.

A) 1
B) 2
C) 3
D) 4
E) 5

Question 45

How large is the group? Is the size appropriate? Explain.

Question 46

How do employee and owner attitudes, values and ethics (Chapter 3) effect the Semco Group?

Question 47

Recall a specific meeting you attended. Did the group leader plan for the meeting by stating meeting objectives, identifying participants and their assignments, making an agenda, and stating the date, time, and place of the meeting? Did the leader provide a written meeting plan to the members prior to the meeting? Explain your answers and state what you would do differently if you were the leader.

Question 48

What factors positively affect the cohesiveness of each of these teams?

Question 49

The following critical thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
The younger generations have been called the "me generation" because they only care about themselves. Do you agree with this statement? How does putting oneself as number one affect group performance? Which group role is illustrated through the "me generation" statement?

Question 50

What forms of power (Chapter 10) is CEO Semler employing to influence his employees?