Woodson Case Study

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Woodson Case Study Janay Byers Keller Graduate School of Management Leadership and Organizational Behavior MGMT 591 Dr. Tiffanie Deloach January 26, 2014 Woodson Case Study Washington D.C. school system is experiencing turmoil within their school system. A portion of their students are cutting class, have low student performance and performing criminal acts. In order to reduce these acts, the Woodson Foundation is aligning themselves with Washington D.C. public school system and the National Coalition for Parental Involvement in Education (NCPIE) to address these problems. The goal is to develop an afterschool program to encourage young students from the destructive behavior. In order to do this an executive committee will be formed to execute the program. However there is conflict with the executive committee to find a common goal to execute this initiative. In the five-stage model of group development, the executive committee is in the forming stage and the storming stage. While the committee purpose is to improve student outcomes, there is no organization of the structure of the committee and no defined leadership role established. (Robinson & Judge, 2013). In the storming stage, the executive committee displays intragroup conflict. Each group has their own agenda. The school district wants to ensure that new jobs are unionized and operate within school policies. The Woodson Foundation wants to minimize cost and use hard data to measure performance. The NCPIE wants to ensure parent involvement is included and drive their own methods and ensure diversity is address along racial, gender, disability and ethnic lines. (Robinson & Judge, 2013). If the executive committee understood all of the stages of group development, (including the two mentioned above and norming, performing and adjourning) then they would realize that they have a
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