Drishtikon: A Management Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Group Formation after the Restructure: A Case Study


Affiliations
1 Pepperdine University, 1811 Von Karmen Irvine, CA
2 Doctoral Student, Pepperdine University, 6012, Highland Ave – Yorba Linda, CA
     

   Subscribe/Renew Journal


Using a case study approach the purpose of this paper aims to create an understanding for managers how their associates handle change after the occurrence of a company re-organization. This understanding is supported by the using Tuckman’s 5 steps to group formation to manage new teams and create cohesion. This paper provides for a powerful framework to create a cohesive, new team following a re-organization. It is proposed that managers who have an understanding of group formation and handling change will help their associates navigate through the rough waters of a re-organization, resulting in a loss of associates. It is primarily the new team.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bolman, L.G. & Deal, T E. (2008). Reframing Organizations. San Francisco, CA: Jossey-Bass.

  • Harvey, D. (2005). In a Brief History of Neo-liberalism. New York: Oxford University Press.

  • http://articles.economictimes.indiatimes.com/2010-07 30/news/ 276162631decision-bloat-management

  • http://www.bain.com/publications/articles/streamlining-spans-and-layers.aspx

  • http://hbr.org/1990/01/in-praise-of-hierarchy/ar/pr

  • http://www.businessweek.com/managing/content/jul2010/ca20100723_704516.html

  • Robbins, S. & Judge, T. (2012). Essentials of Organizational Behaviour (11thed.). Upper New Saddle New Jersey: Prentice Hall.

  • Schein, E. (2010). Organizational Culture and Leadership (4thed.). San Francisco, CA: Jossey-Bass.

  • Senge, P. (2006). The Fifth Discipline the Art and Practice of the Learning Organization. New York: Doubleday.

  • Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.

  • Wagner, R. & Harter, J. (2006). First, Break All the Rules, the Elements of K Great Managing. New York, NY: Gallup Press.


Abstract Views: 425

PDF Views: 58




  • Group Formation after the Restructure: A Case Study

Abstract Views: 425  |  PDF Views: 58

Authors

Kent Rhodes
Pepperdine University, 1811 Von Karmen Irvine, CA
Christie Cooper
Doctoral Student, Pepperdine University, 6012, Highland Ave – Yorba Linda, CA

Abstract


Using a case study approach the purpose of this paper aims to create an understanding for managers how their associates handle change after the occurrence of a company re-organization. This understanding is supported by the using Tuckman’s 5 steps to group formation to manage new teams and create cohesion. This paper provides for a powerful framework to create a cohesive, new team following a re-organization. It is proposed that managers who have an understanding of group formation and handling change will help their associates navigate through the rough waters of a re-organization, resulting in a loss of associates. It is primarily the new team.

References