ABC organization recruited twelve new employees. On the first day, the HR manager addressed the new recruits and explained to them about the company's operations, various facilities offered by the company, The dress code to be followed by employees and the behavior expected of them. Then each new employee introduced himself/herself to the group. The induction program lasted till lunch. After lunch, the
employees were taken on a guided tour in a company van to all the units of the company. The new employees were not assigned any work or given any training for the first two days and were encouraged to get to know one another, and informally learn about the company and its philosophy. On the first day, the employees were very formal and polite to each other. They exchanged their names and information about each other's educational background and previous work experience. On the second day, they discussed their views on various issues - national politics, international politics, social problems, changes in technology, pollution, and business ethics and so on. If any person made any statement on any issue, the people who agreed with him spoke in his support. Most of the people who disagreed with him did not speak out. Even if they expressed their disagreement, they did not do it in a forceful manner and avoided arguments.
After two days, the new employees were given training for a week and then they were
assigned job duties and responsibilities. As they began to work, interaction among them increased. Some employees fanned sub-groups. If differences in opinions arose on any issue, employees argued vehemently and were supported by their sub-group.
After a few months, the employees became familiar with their work. They also realized the importance of cooperation and coordination in getting the work done smoothly. The employees also learnt the importance of listening. They tried to listen to their colleagues' views and understand their point of view. Therefore, the frequency of violent arguments reduced and the work environment improved. Each member of the group was able to express his views openly. The group took decisions-only after considering the opinions of all the members. Since everybody participated in decision- making and planning, the group had little difficulty in implementation. The group completed any project assigned to it successfully.
What is the type of group described in the above case?how the group developed in ABC?
From India, Calcutta
5employees were taken on a guided tour in a company van to all the units of the company. The new employees were not assigned any work or given any training for the first two days and were encouraged to get to know one another, and informally learn about the company and its philosophy. On the first day, the employees were very formal and polite to each other. They exchanged their names and information about each other's educational background and previous work experience. On the second day, they discussed their views on various issues - national politics, international politics, social problems, changes in technology, pollution, and business ethics and so on. If any person made any statement on any issue, the people who agreed with him spoke in his support. Most of the people who disagreed with him did not speak out. Even if they expressed their disagreement, they did not do it in a forceful manner and avoided arguments.
After two days, the new employees were given training for a week and then they were
assigned job duties and responsibilities. As they began to work, interaction among them increased. Some employees fanned sub-groups. If differences in opinions arose on any issue, employees argued vehemently and were supported by their sub-group.
After a few months, the employees became familiar with their work. They also realized the importance of cooperation and coordination in getting the work done smoothly. The employees also learnt the importance of listening. They tried to listen to their colleagues' views and understand their point of view. Therefore, the frequency of violent arguments reduced and the work environment improved. Each member of the group was able to express his views openly. The group took decisions-only after considering the opinions of all the members. Since everybody participated in decision- making and planning, the group had little difficulty in implementation. The group completed any project assigned to it successfully.
What is the type of group described in the above case?how the group developed in ABC?
From India, Calcutta
Hi Ric09, I think this is a case regarding formation of informal groups in the organisation. The informal group is voluntarily created,and anyone who has like interests may join the group... thanks!
From India, Pune
From India, Pune
Hi Ric09,
In my opinion, it ian empowered group, because
a. Smaller in size - creates way for more interaction and understanding
b. Members are respected each other and encourgaed to share their opinion
c. Members are involved in decision making process - to realise that they are respected and their views are considered for arriving at a solution.
regards
palani
From India, Tiruppur
In my opinion, it ian empowered group, because
a. Smaller in size - creates way for more interaction and understanding
b. Members are respected each other and encourgaed to share their opinion
c. Members are involved in decision making process - to realise that they are respected and their views are considered for arriving at a solution.
regards
palani
From India, Tiruppur
hi, I belive its a functional group, they are used to do brainstorming to create the new ideas which are very important for every organization at every level. Regards KK sharma
From India, Delhi
From India, Delhi
This is what "self managed work teams". When an organization follows this system, there will not be anyone like General Manager, Vice president, Executive Director and such people who will make the policy and leave it to people just to follow. The teams take decision that is appropriate for the business and address the issues that have an impact on the bottomline.
In General Electric Company, this system is followed, if I am right.
Balaji
From India, Madras
In General Electric Company, this system is followed, if I am right.
Balaji
From India, Madras
Dear Ric09,
I feel that ABC Organization had a very clear agenda on hand. They were following a very subtle"de-tensing" program where the employees are allowed to settle down within themselves in a new environment. While the HR person did spell out all the essentials of the org philosophy & other details including making the new employees familiar with the layout of the area, he/she allowed all of it to sink in by leaving them to their own for the first two days.
It is an undisputed fact that there are four to five basic tenets which are very essential to ensure in the initial stages since delaying them would result in an unhealthy & stifled work atmosphere:
1. Trust- This was initiated in the first two days while the new entrants were spending max time with each other. It must have helped them get to know each other since trust can only be earned by knowing each other better and better.
2. Responsibility- With value and respect for each other comes appreciation of responsibility which is an essential trait of character. The initial two days started this process amongst each one of them.
3. Respect- To get it you have to give it. All of them understood each other's plus and minus aspects. Even during any discussion, since they had spent time as a group in the initial days, they avoided getting into arguments since they had bonded initially and were willing to think of themselves as a team.
4. Ownership Culture- ABC's start was with open arms. It was a very positive manner of induction without treating them as recruits in a "base camp". Making the employees feel that they are very much a part of an org and thus germinating the process of ownership adds volumes to the quality of output, plus, it reduces intra-departmental tension since all start understanding the larger picture from day1.
All the above issues were allowed to come up in a natural manner and that is what helped.
I would think that ABC is following a very correct definition of induction and follow up for their employees and it would keep pulling them to the core with little thought towards seeking other pastures !!
Regards,
Ashok
From India, Pune
I feel that ABC Organization had a very clear agenda on hand. They were following a very subtle"de-tensing" program where the employees are allowed to settle down within themselves in a new environment. While the HR person did spell out all the essentials of the org philosophy & other details including making the new employees familiar with the layout of the area, he/she allowed all of it to sink in by leaving them to their own for the first two days.
It is an undisputed fact that there are four to five basic tenets which are very essential to ensure in the initial stages since delaying them would result in an unhealthy & stifled work atmosphere:
1. Trust- This was initiated in the first two days while the new entrants were spending max time with each other. It must have helped them get to know each other since trust can only be earned by knowing each other better and better.
2. Responsibility- With value and respect for each other comes appreciation of responsibility which is an essential trait of character. The initial two days started this process amongst each one of them.
3. Respect- To get it you have to give it. All of them understood each other's plus and minus aspects. Even during any discussion, since they had spent time as a group in the initial days, they avoided getting into arguments since they had bonded initially and were willing to think of themselves as a team.
4. Ownership Culture- ABC's start was with open arms. It was a very positive manner of induction without treating them as recruits in a "base camp". Making the employees feel that they are very much a part of an org and thus germinating the process of ownership adds volumes to the quality of output, plus, it reduces intra-departmental tension since all start understanding the larger picture from day1.
All the above issues were allowed to come up in a natural manner and that is what helped.
I would think that ABC is following a very correct definition of induction and follow up for their employees and it would keep pulling them to the core with little thought towards seeking other pastures !!
Regards,
Ashok
From India, Pune
Dear Ric09,
In this case study, one can clearly observe the four stages of group development.
Forming, Storming, Norming & Performing. This model of group development is given by Bruce Tuckman. As said by V. Balaji..this team has reached the 'Performing' that is 'Self Managed' stage. So it's productivity is at optimum level and lot of integrity can be observed
Thanks,
Komal
From India, Mumbai
In this case study, one can clearly observe the four stages of group development.
Forming, Storming, Norming & Performing. This model of group development is given by Bruce Tuckman. As said by V. Balaji..this team has reached the 'Performing' that is 'Self Managed' stage. So it's productivity is at optimum level and lot of integrity can be observed
Thanks,
Komal
From India, Mumbai
I wonder what Ric09 does. If (s)he is a student, then I wonder whether it is right that our members should be solving the case study. Would it not be better to ask Ric09 to give her/his views and then comment upon that?
Have a nice day.
Simhan
A retired academic in the Uk
From United Kingdom
Have a nice day.
Simhan
A retired academic in the Uk
From United Kingdom
I do agree with Mr Simhan.. Let’s have openion of Ric09 then can discuss further. Cheers... Jitender
From India, Meerut
From India, Meerut
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Case Study on Attrition Due to Crossfire Politics in Tribal Organization.pd f
Case study.doc