Team members tend to behave independently and although goodwill may exist they do not know each other well enough to unconditionally trust one another. Time is spent planning, collecting information and bonding. Storming The team starts to address the task suggesting ideas. Different ideas may compete for ascendancy and if badly managed this phase can be very destructive for the team. Relationships between team members will be made or broken in this phase and some may never recover.
Kent’s situation does consist of several ethical dilemmas as his accomplishments since joining Dura- Stick have been mediocre at best and he fears that his time at Dura-Stick might be limited unless he starts closing big accounts such as the project proposed from Spray-On. Bruce is also faced with the knowledge that there is a certain level of expectations placed upon him and his organisation as Spray-On has certain criteria’s that must be met for the ‘new project’. However, Kent accepted the project even thought Dura-Stick would be unable to meet the criteria that Spray-On desires. This ethical dilemma has arisen because Kent is conflicted by his morals and his sense
Perhaps someone does not agree with the policies the company is putting in place. Maybe they see a mistake with following that procedure. Will they speak up? More than likely not if they are afraid to challenge someone who perhaps is threatening them that if they don't agree or comply, then they can kiss their job good-bye. Sechser says, "strong powers would make more potent threats since they can threaten especially severe punishment for non-compliance" (p. 627, para 1).
Folger & Skarlicki (1999, p. 25) claim that "organizational change can generate skepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements". If management does not understand, accept and make an effort to work with resistance, it can undermine even the most well-intentioned and well-conceived change efforts. Coetsee (1999, p. 205) states "any management's ability to achieve maximum benefits from change depends in part of how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and
Additionally the investors were not exactly sold on the ideas either. They were judging past performance and were not completely convinced that the plan would work. The ramifications of that mistake were that since they did not conquer step one very well, all of the other steps seemed to suffer too. Everyone involved felt some sort of uncertainty and did not have a clear direction; which would be step three. “If you can sell your employees on the company's future and the importance of their role in it there are numerous advantages people are more likely to generate their own ideas, to contribute with enthusiasm, to keep slogging when it becomes unpleasant, and also to experience a sense of camaraderie and togetherness” (Spiro 2010) Another significant error that was made was in the HP story in which the vision was never communicated, step four.
To be a successful leader, an administrator must lead by example. Subordinates cannot respect someone that is always late. Whether it is late to work or behind on a project, time is of the essence. Tardiness can also show a lack of value. It can also tell coworkers that you cannot be depended on.
MASLOW’S HIERARCHY OF NEEDS Rather than focusing on what malfunction people have he concentrated his efforts on trying to figure out what makes things go right for a person that allows a person successfully achieve their greatest potential and what motivates us to achieve self-actualization. According to Maslow every person is inclined to move up the hierarchy. Regrettably, the process is thrown off course due to inability to attain the low-level needs. Life experiences that can include termination of relationships, the loss of a job, and other personal disappointments can make a person waiver between the levels of the hierarchy. According to this hierarchy the way that belonging needs and self-esteem needs currently apply to me is Self-Actualization.
Sin #3 Being confused by naysayers Naysayers can destroy the momentum of the balanced scorecard. But they can also strengthen its implementation with all their questioning. Employees may not like the idea of a balanced scorecard because it holds them accountable, it highlights what they do and don’t do, its another thing to do, amongst other reasons. So management should anticipate this reaction and continue with the implementation. Sin #4 Moving with urgency and rushing to enterprise-wide implementation Corporations should not implement a balanced scorecard throughout the entire organization at the same time.
On the other hand, if he is placed on the defensive, he is unlikely to come up with effective strategies. In fact, he will be under severe pressure, resulting in tension and even disunity within his rank-and-file. While proactiveness is well understood in military warfare, it tends to be easily over-looked in the context of business. More of-ten than not, many companies tend to adopt a "follower" strategy. To begin with, they hope that by following, they can reduce the risks involved.
The situation was immensely challenging, because disobeying a request from the “manager” could lead to acts of retaliation. After careful consideration and analysis, it was evident that upholding my personal values were more important than my job. I strongly believed the negative effects of my actions would outweigh any amount of good deeds done for the organization in the past. Most often, these types of situations are the norm in many