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ONLY COMPLETE THE STORMING PART OF THE ATTACHED FILE PLEASE
You have just been part of a merger. You have each been chosen to head up your department and merge the two groups into a self-directed work team. Work with each other to lay out a plan describing how you will develop a new team within your department or departments. It is natural that there will be some confrontations between people. Look at the stages of team development and use that knowledge to work with the team. It is recognized that some employees will refuse to be part of the team. In fact, the new ownership expects that there will be some who lose their jobs because of these issues; however, that is a last resort. Use all your skills to negotiate with employees in an attempt to resolve conflicts and pull your team together.
Because you are working together as a team, it is seen by the ownership that if one is successful, you are all successful. Likewise, if one fails, you all fail. The future success of the company is dependent on your mutual success.
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Consider the following:
- As a team, you must come up with a plan and be in agreement because you have to implement it in your departments.
- For each step you take, provide a brief explanation of your reasoning.
- Use the library and the Internet to research these issues.
The Group should present your findings as a 5-7 pages (body of paper) Word document formatted in APA style.
MERGER HR PERSPECTIVE Application of Tuckman’s Stages of Team Development in a Human Resources Department American Intercontinental University July 11, 2017 By: Kimberly Green, Sylvester Jackson, Cheveyo Langundo and Yaoska Montya ABSTRACT Human resources departments are often charged with maintaining the atmosphere of teamwork throughout an organization but how is that persona affected when the human resources department must come together during a merger to combine company policies they have adamantly developed and enforced? We will examine Tuckman’s Stages of Team Development and how the Human Resources department works thru each stage as they are combined and must decide which policies to keep and which to dismiss. A merger is a stressful process not only for the shareholders of companies but more so for the employees affected. According to People & Culture (2009) “..in more than half of merger failures the root cause is a failure to attend to the people factors”. Imagine you were selling your house however, prior to the finalization of the sale, the purchasing family moved in with you. Although you had agreed to the sale, you are now faced with the reality of the decision and all the stress that comes with it; who has priority over the kitchen, bedroom, bathroom? Whose house rules are going to be followed? Who is responsible for the finances? Many of these same concerns can be related to business mergers. There are natural fears and concerns that every employee experiences; some employees become angry perceiving the need for the merger as a result of poor management, others fear for their position and look at their equal from the other company as a threat. In fact, according to People & Culture, there are 7 psychological issues that arise during the process of a merger from pre-merger to stabilization; uncertainty, loss of identity, intergroup conflict, perceived unfairness, acculturation stress, job changes and role conflict. FORMING (Kimberly Green) As we know, just as there are stages of psychological issues that arise from a merger, there are also stages to team development that must be addressed and managed in order to build a cohesive work group. To provide direction for the newly merged team, it is essential that a leader be designated to assist the team as it moves thru the stages of development (Lee, 2017). The leader can be a member of the group or someone else that can provide direction, guidance and also be someone that employees can share their ideas and frustrations with. Once a leader has been identified, and in an effort to build a cohesive team and address these natural emotions, the first task as a newly formed team will be to work a project that, while important, will be more of an exercise that allows everyone to understand each other’s strengths and become familiar with their teammate’s working styles. The project we will complete is to review the policies of both companies and to provide an analyze of each ultimately deciding if a policy should be 1) blended together and, if so, how the policy would read, 2) if a policy from one of the companies should be implemented in its’ entirety or 3) if the policy is no longer applicable and should be completely rewritten or rescinded. Groups can provide examples of how the policies were enforced at their respective organization as well as an analysis of how their recommendations should be rolled out to the newly formed company; if it is decided to keep a policy, it may still be a new policy to the employees from one of the companies therefore will require communication and perhaps training. Once the recommendations have been completed, leadership will review and approve the policies that will be implemented. It will then be the responsibility of the team to create the communications that will deliver the policies, coordinate any applicable training and track completion. Since there are two separate teams, it will be helpful if an outline of the project is drafted beforehand to ensure all steps have been thoroughly vetted; while management will be available to answer questions, provide support and guidance, the team will be responsible for the success of the project. STORMING (Sylvester Jackson) No submission/input/contribution provided NORMING (Cheveyo Langundo) No submission/input/contribution provided PERFORMING (Yaoska Montya) No submission/input/contribution provided ADJOURNING (Kimberly Green) Having undertaken such a daunting task as to merge the policies and procedures of two successful organizations and undergoing the trials associated with team development, our human resources department has successfully arrived at the last stage of team development according to Tuckman’s Model, adjourning. As with the forming stage, team members in the adjourning stage may feel some hesitation or apprehension due to the uncertainty of what their role in the organization will be after the project (Businessballs, 2017). It is important during this final phase that leadership recognizes the needs of the team and that they may vary from person to person in the group; offering congratulations and support as appropriate for the successful completion of the project. In this phase team members will be looking toward upcoming project or returning to previous groups and in for our scenario there may be a restructuring of the department as a result of the merger. Thus working relationships may end in the same manner and causing a mourning period that is not uncommon (Fine, 2017). Leadership needs to be cognoscente of these feelings and handle them appropriately. Our examination of the stages of team development according to Tuckman provides a brief insight into how team designs should be approached; with strong direction and support but also with understanding and compassion. While team development may seem cumbersome and time consuming, the designation of a team also provides management with an opportunity to identify potential future management or leaders for the organization as this gives employees an opportunity to take on an instrumental role in the team dynamic and direction. REFERENCES: Businessballs (2017) tuckman forming storming norming performing model Bruce Tuckman’s 1965 Forming Storming Norming Performing team-development model Retrieved July 8, 2017 from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm#standard-copyright Lee, Shirley Fine (2017) The Five Stages of Development Retrieved June 16, 2017 from http://www.innovativeteambuilding.co.uk/five-stages-of-team-development/ People & Culture (2009) The Psychology of Mergers Retrieved June 16, 2017 from http://www.peopleandculture.co.uk/documents/uploads/white_papers_managing_complex_times/Psychology-of-Mergers.pdf