Tuckman And Belbin Case Study
Starting off with Charles Handy & the shamrock organization, Mullins (2010, p.608) tells us that:
“One particular approach to flexible structural design and the core and complimentary model of employment is Handy’s concept of the ‘shamrock’ organisation. The three leaves to each stem of the shamrock are symbolic of the organisation which is seen as made up of three distinct groups of people who are managed, organised and paid differently, and with different expectations; the professional core; the contractual fringe; the flexible labour force.
The professional core comprises qualified professionals, technicians and managers essential to the existence and effective performance of the organisation. Collectively, these people own the knowledge that distinguishes the organisation. They get most of their identity and purpose from their work and are likely to be committed to it and dependant on it. The professional core are expensive and the tendency has been for organisations to restructure in order to reduce their …show more content…
Their theory postulated a graduated scale of human needs ranging from basic, physical ones such as hunger and thirst to higher level ones such as the need to be loved and the need for self-fulfilment. They believed employers would see better results from workers if they recognized the various needs of individual workers and if they varied the rewards offered to them.
Brown’s team consisted of five ‘very bright’ research workers, two junior researchers & three with experience of production and sales environments. Ten in all, and Brown states that the research orientated types kept questioning him on why their work was being interfered with certain tasks and the broadly experienced members of the group began to display open exasperation at the research specialists lack of understanding of the production and marketing