Group Roles

1995 Words 8 Pages
Storming. As time goes on more major issues relating to group roles, responsibilities and tasks will need to be addressed. Controversial opinions will test the patience of some group members. Small clashes of opinion will come about but will be swiftly resolved or ignored. Some members will be happy to start moving through task-related issues, but some will try to stay in the comfort and ease of the forming stage. The severity of conflicts will depend on the organisation’s culture. Members may look to implement rules and clarify their roles to keep conflict at bay (Chimaera Consulting Ltd, 2001).

This could well be the stage at which Modern Moa Limited staff fail. At this point more group members will begin to share their ideas and push creative
…show more content…
This group member is often confident and keen to see their ideas become a reality. This role involves proposing goals and objectives, suggesting ways to overcome obstacles, solve problems and complete tasks (Bartol, Tein, Matthews, Sharma and Scott-Ladd, 2011, pg 389). With regard the case study, the ‘initiator-contributor’ will probably suggest possible new dishes for the menu or recommend a procedure that will assist the members selected to develop the new menu complete the task. Similarly, this person might put forward ideas for the décor and suggest ways to approach the task. This person will is likely to recommend a timeline with a list of goals and their completion date. In my experience the ‘initiator-contributor’ usually takes on leadership of the group as well as the ‘coordinator’ role. During the forming and storming stages of group development, this person is often involved in any conflict that arises due to their strong opinions and commanding …show more content…
I would aim to overcome this concern by acquainting staff with the problem (Bartol, Tein, Matthews, Sharma and Scott-Ladd, 2011, pg198) – the hotel’s current below par performance when compared with other Lower Hutt hotels in terms of occupancy rates and restaurant bookings and explain that without the proposed changes the hotel’s future and their own employment could be in jeopardy. To be convincing, accurate figures will be needed rather than adjectives and rhetoric. This first step being to demonstrate the need for the change – the “unfreezing” strategy ((Bartol, Tein, Matthews, Sharma and Scott-Ladd, 2011, pg 198). The theme being “I’m here to help ensure the hotel’s continuing business viability to be accomplished though the introduction of competitive practices that have made the franchise a very successful business”. In addition, I would encourage current staff, given their valuable expertise and experience, to make suggestions and participate and become considerably involved in the change process (Quast, 2012). Other than staff participation, some further strategies to obtain staff “buy-in” would be to sell them on the benefits (WIIFM), be positive myself about the change, ensure and publish early change successes, be approachable, welcome ideas, keep everyone updated, anticipate and prepare for objections, maybe explain the consequences of failure, get all senior staff on side, and appoint visible and powerful advocates and change

Related Documents