...CASE STUDY- The Forgotten Team Member The case presented in The Forgotten Team member is a great example of team development as well as developing leadership skills. Christine is faced with a group member whose personality fits well with the teams but because of time commitments, does not feel included in the overall team atmosphere. This causes him to not contribute as much to the team, which would be extremely beneficial to the team as a whole. During the weeks that the group was together for this class project, Christine was aware of the distancing of Mike from the rest of the group. Each week provided different cases of this distancing, from Mike unable to meet with the group due to other commitments to his reaction to not joining the group when he saw them all together. Yet, even though Christine was aware of this issue, she did not address it. If Christine had known of the stages of group development, she would have realized that most of the team had already past the norming stage, and moved onto the Performing stage, however Mike had not successfully made it through the norming stage He was unable to build relationships or work together with the team and the team did not make any effort to try and make sure he caught up with the group in their group development. By knowing the stages, Christine could have made the group aware of the issue, and try and get them to accommodate their schedules to try and include Mike more. She could have also addressed the issue with...
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...Valerie Wilkinson GM 591 Week 3 Case Study The Forgotten Group Member case study shows the reader how teams fall apart due to a lack of communication. This case proves that knowing how to lead a team is just as important as being a part of the team. It is important to realize that not only does a leader have responsibility to a team but the members have to be involved in order for a project to be completed accurately and effectively. I would consider the team to be in the norming stage still. It seems as if they’re all working effectively on their individual parts except for Mike. This is where Christine is trying to get Mike to sort of add his “creative flowing juices” as well. In the norming stage, the team has their dynamics worked out. Everyone knows their part and place on the team, but not necessarily what to do. This is where the leader comes in. The team is sort of in a state of limbo and they need guidance. If the leader takes over and goes into Director mode, he/she can actually throw the group back into the Storming stage. As a third party, one can see the many problems that were associated with the information provided from the case. The main primary problem is the lack of communication between the leaders of the group. I would say everyone is doing their part and everyone is providing information. As a team member leadership abilities could benefit by having the knowledge of the stages of group development. Everyone needs to know that the team's success...
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...– Case Study 7 – March 23, 2013 Case Study #7 – The Forgotten Group Member March 23, 2013 Part I: Group Development The team’s current stage of development is the performing stage. According to the text, this is where the team members begin to deal with complex tasks and handle disagreements creatively. The group appears to be stable, motivated by team goals, and generally satisfied. (Schermerhorn, Hunt, & Osborn, 2012). This is where most of the group appears to be right now, with the exception of Mike. Mike seems to be the only one of the group not meeting expectations. An understanding of the team development stages could have assisted Christine in her leadership role, with this team, in several ways. First, if she would have focused more attention during the storming stage of group development, she might have been able to encourage Mike to be more of a team player. During the storming stage there is high tension and a lot of emotion. Cliques often form as individuals compete to impose their preference, and this can lead to some feeling left out. (Schermerhorn, Hunt, & Osborn, 2012) If Christine would have addressed the storming stage it would have put the group in a better place for the norming stage. In the norming stage team members start to come together around rules of behavior and what needs to be accomplished; it is a time of growing cooperation. (Schermerhorn, Hunt, & Osborn, 2012). Part II: Problem Identification The primary problem...
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...1 Week 3 Case Study The Forgotten Group Member Janail Richard-Brown 8565 W Sam Houston PKWY S Houston, Texas 770?? Jrich_26@yahoo.com 713-988-1038 GM 591 Leadership Organizational Behavior Kim Nugent January 23, 2012 Group Development As of right now, the group is somewhere between norming and performing-this stage is actually called storming. My reason for using the two stages is that one group member is still not performing up to standard (Mike). I find that this has occurred and been encountered quite often in my experience at DeVry. Most members will be onboard and one will just do the lease amount of work necessary to pacify other members. Christine having and understanding of the stages of group development would better suit her in two ways. First she would be aware of how the group is functioning and the dynamics of a group activity. Then secondly, she would see that Mike was not falling under any of the developmental practices in the stages. Also, I think it would give her a better idea on how to obtain Mike’s full efforts on the assignment. Problem Identification Christine is first facing the lack of participation by one of the group’s members. Secondly the group is at a critical point because the assignment is nearing a close. Christine needs to understand how to motivate each member to be the best at giving a total effort to the assignment. People are a very delicate lot. She needs to have each member perform at a high standard and at the same time...
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...222 1870 s.abdullah@dcs.shef.ac.uk Mike Holcombe University of Sheffield, Regent court, Portobello Street, Sheffield, S1 4DP, UK +44 114 222 1802 m.holcombe@dcs.shef.ac.uk Marian Gheorghe University of Sheffield, Regent court, Portobello Street, Sheffield, S1 4DP, UK +44 114 222 1802 marian@ dcs.shef.ac.uk Abstract This paper presents an early empirical study on Extreme Programming practices employing a qualitative action research method. The study was conducted on university students doing real commercial development projects to gain an insight into the problems faced by the new developers in adopting these agile practices. The aim of the study was to investigate the effects of the XP practices on the quality of software developed. What emerged from the analysis was the positive relationship between number of XP practices employed and the quality of software delivered as perceived by the clients. Keywords Agile methodology, action research, contentanalysis, empirical study, Extreme Programming, positivist approach, qualitative, XP teams and traditional methods teams but for the purpose of this study, focus was only made on the XP project teams. METHODOLOGY Respondents The Software Hut class consists of the 2nd year undergraduate students from Computer Science and Engineering degrees, and 3rd year students from Math and Computer degree. The computer science students were required to complete all the subjects in Level 1 and the first semester of Level 2 subject...
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...Case Study: The Forgotten Member Kristin Kovar GM591 – Leadership and Organizational Behavior Dr. Anne Hallcom Part 1 Group Development: The group is currently in the norming stage. The first meeting the group went through the forming stage by introducing themselves and talking about their schedules. They joked around and had a good time and started to bond together. They worked through some dysfunctional issues during the next week or two when Mike became upset that he felt excluded from the group. The group is starting to come together and function well together except for Mike. All members of the group are doing their share of the work and helping each other out but Mike is still not pulling his own weight and seems to be distant from the group. I think he feels resentment towards the group because they are close and working well together but he feels like they are excluding him so he isn’t pulling his own weight to get back at them. If Mike were more integrated into the group and working well with them, I would say the group is in the performing stage but this won’t happen until the group comes together to make Mike apart of the group and Mike contributes more to the group. If Christine understood the stages of team development, she could have led the group to become a high performance team. She had many opportunities to make this happen. The first opportunity was in the initial meeting when the group was determining the best times to meet. Mike told the group...
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...RLL NURS1101 Week 3: Nursing as an Art & Science Week 3’s NURS1101 class commenced with a DVD lecture on seizures & the different type’s people could succumb to. The level & seriousness is determined by the seizure classification indicator. First it is divided into being a partial or generalised activity, a partial seizure is one originating in one part of the brain & is diagnosed as simple or complex, whereas a generalised seizure’s activity involves the entire brain & diagnosed as absence, myoclonic, tonic clonic, tonic or atonic. The information is set out in a table for on the website: www.epilepsy.org.au/aboutepilepsy/understandingepilepsy/seizuretypeclassification. Discussion about the different types of seizures people can have is included in the opening tasks of this week’s tutorial. Displayed for students information & awareness on the room display boards is “Maslow’s Hierarchy of Needs”, students are asked to interpret this information, discuss & describe how a nurse needs to apply it as professional activity during working hours, keeping in mind OH&S & the level of safety & security. Included in Maslow’s Hierarchy & displayed as a pyramid connecting on thing to the one above are self actualisation, esteem, belongingness & love, safety & physiological needs. For the first case study you have to apply Maslow’s Hierarchy of Needs to Mrs Wall the 80 year old with history of MRSA, diagnosed early dementia & dysphagia. Also discuss the risks for the attending nurse, the...
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...TASK - 1 TECHNIQUES OF JOB ANALYSIS RECRUITMENT: It is a process of attracting applicants either from within the organization or from outside for a vacant job to be filled in the organization. In the words of Torrington et al (2011): “ includes those practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees.” In order to fill the vacancy, it is very important that the description about the job should be clear. It helps in hiring the candidate whose profile match with that of the job. As per Torrington et al (2011), ”The approach involves breaking the job down into its component parts, working out what its chief objectives will be and then recording this on paper.” In other words, it is the set of information about the job. Job description can be made by using the data contained in job analysis. There are various techniques which can be used to make a good job analysis. There are many writers who have talked about and researched on the various techniques of job analysis. Following two literature reviews makes clear about these methods. LITERATURE REVIEW – 1 In a book by Foot and Hook (2008), they described job analysis as follows: “Job analysis is a process of gathering together all data about an existing job, which activities are performed and what skills are needed.” Foot and Hook (2008), also described that this job analysis is further used for making job description and job specification...
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...Tsunami Evaluation Coalition (TEC) The International Community’s Funding of the Tsunami Emergency and Relief NGO Funding Denmark Rie Andersen Marina Buch Kristensen June 2006 TABLE OF CONTENTS ABBREVIATIONS AND ACRONYMS .......................................................................... II DEFINITIONS .................................................................................................................. III INTRODUCTION ................................................................................................................ 1 METHODOLOGY ...............................................................................................................3 Limitations with respect to definitions and formats...................................................... 3 GENERAL DESCRIPTION OF NGO CONTEXT IN DENMARK ............................................4 Selection of NGOs ...................................................................................................................... 5 GENERAL DESCRIPTION OF BUDGET SOURCES AND ALLOCATIONS ................................6 Allocation Sectors ....................................................................................................................... 7 Allocation Country....................................................................................................................... 8 Disbursements..............................................................................
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...an employer, you need to help your employees fill their cups back up, because they are being significantly drained. Whenever you have people being pushed at absolute top levels performing on all 100 cylinders all of the time, they run out of gas. And when they run out of emotional gas, negative behaviors start springing up.” Smart Business spoke with Victorio about how one-on-one coaching with employees can improve morale and help them work better together as a team. What is the value of executive coaching? It can improve morale and provide an internal vision for employees as they ask: What is my value? Why am I here? What am I doing? How can I do it better? Improved morale increases productivity and, in some cases, employers see a change in the first week, with people taking responsibility for their communication with one another, approaching their differences of opinion with less of an edge, having conversations happening in a different way and struggling less. Why should employers be concerned about stressed, overworked employees? It can impact their...
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...LIBERTY UNIVERSITY UNREACHED PEOPLE GROUP: THE COMORIANS OF THE GRAND COMOROS (NGAZIDJA) A RESEARCH PAPER SUBMITTED TO DR. NEAL CREECY GLST 500 GLOBAL STUDIES SURVEY BY WESLEY J. HAROLD LYNCHBURG, VIRGINIA MARCH 7, 2013 TABLE OF CONTENTS I. Introduction...............................................................................................................3 II. Background Information...........................................................................................4 A. History, Language and Culture......................................................................4 B. Economy, Religion, and Family...................................................................7 C. Maps and Regional Information.................................................................10 III. Survey of Current Mission Work............................................................................11 A. The Invisible Church....................................................................................11 B. Can Someone Help.......................................................................................12 C. Difficulties in the Region.............................................................................13 IIII. Proposed Strategy.....................................................................................................15 A. The C-Spectrum............................................................................
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...LEARNING &DEVELOPMENT PROJECT DONE AT THE RAINTREE HOTELS [pic] SUBMITTED To: Mrs. JAYANTHI PETER SUBMITTED By: JULIA SHALINI [pic] OBJECTIVES A mechanism that helps enhancing performance through building behavioral and functional/technical competencies required for Individual and Organizational development. The policy contains guidelines on identifying learning and development needs, develop plans and approve, and training to employees. POLICY DETAILS Purpose of Training * Training is a process through which there is a transfer of knowledge on technical/functional/behavioral area(s) to the employees. Such as: * Workshops – experiential activities that increase job related knowledge and expertise. * Short courses – Technical / Functional/Behavioral/Leadership skills that increase productivity and efficiency of the employee. * In-service training – on the job training where job related knowledge are either provided/strengthened. * Hotel Tour – where the employee gains knowledge by observing the procedures practiced in Hotel. * Employee training expenses (both onsite and offsite) will be fully borne by the Hotel. * Each employee will be subject to training according to needs arising from: * Competencies required during the annual Performance Appraisal. * Training stated in the Personal development plan during the counseling sessions. ...
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...Web Café Address: http://webcafe.wharton.upenn.edu/eRoom/mktg/777c Class Schedule: Monday and Wednesday 9:00am – 10:20am 10:30am – 12:00 noon Introduction This course views marketing as both a general management responsibility and an orientation of an organization. Relatively less attention will be given to the specific activities of the marketing department, sales group, or advertising function in implementing strategic decisions. We will take the viewpoint of the general manager and the senior marketing executive to address the issues of: ➢ Formulating segmentation and focus strategies ➢ Understanding, attracting and keeping valuable customers ➢ Positioning the business to achieve an advantage over competitors ➢ Identifying and exploiting growth opportunities ➢ Allocating resources across businesses and segments ➢ Managing the channels for gaining access to the served markets, and ➢ Aligning the organization to changing market requirements. The course will use a mix of cases, lecture/discussion, outside speakers, and group projects. This material will be integrated throughout the course with four over-riding themes. First, that successful market strategies deliver superior customer value; second, that successful implementation of these strategies requires a high level of market orientation – a market-driven firm has superior skills in understanding, attracting, and keeping customers; third, that the internet...
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...2002 sparked enthusiasm. For M. Cherif Bassiouni, “The ICC combines humanistic values and policy considerations essential for the attainment of the goals of justice, redress and prevention as well as the need for the restoration of world order and world peace.”1 Ironically, five years after its creation, the Court has been accused of being an impediment to what it was created to promote: peace. With regards to Northern Uganda, Bassiouni remarks that the ICC indictments against five senior members of the Lord’s Resistance Army (LRA), “was received negatively by some individuals involved in the Ugandan peace process,” who “have argued that it has undercut their efforts to advance peace initiatives.”2 The claim that the ICC’s intervention in Northern Uganda obstructs peace seems obvious. It is expressed in its simplicity by Father Carlos Rodriguez: “nobody can convince a rebel leader to come to the negotiating table and at the same time tell him that when the war ends he will be brought to trial.”3 This paper examines the criticism that the ICC obstructs peace in Northern Uganda. It aims to go beyond the simplistic framework of peace vs. justice, which suggests that the pursuit of peace requires abandoning aspirations of justice and that the ICC should immediately withdraw the indictments against the LRA leaders. It also challenges the contrary, but equally simplistic view, according to which a peace settlement must imperatively include strong mechanisms of accountability, therefore...
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...The Forgotten Group Member Frank Rasmussen put down the telephone receiver and leaned back in the comfortable swivel chair. He put his hands behind his head, interlocked his fingers, and raised his feet onto the desk. The traffic on University Avenue three floors below him was heavy, but he was not really thinking about it. He thought of Janet Simpson, who had just called. She had sounded frustrated and even somewhat defiant. "I cannot fathom why the other group members are against me. I know that you have assigned a group project, but I would like to request permission to do an individual project." His course outline stated that Business 388 was "heavily group-oriented," and his consent to Janet's request would essentially contradict the conceptual approach he had chosen. He could do it, using the rationale he had proposed so often, that the organization needs to be as flexible as possible in trying to meet the needs of individual members. Either way, there seemed to be a catch. He was not sure at this point how to address the problem. The Setting and Environment The University of Ontario School of Business and Economics caters to approximately 1000 students. It has acquired an enviable reputation in the province of Ontario and normally has to turn down numerous applications each year, even though the minimum average percentage required for entry is 84 percent. The students are exposed to larger classes and a general management program in the first two...
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