- Leaders of the new combined organization should have a good idea of the culture of the school district,
the NCPIE, and the Woodson Foundation because they will need to manage relationships with all three
groups on an ongoing basis. How would you describe the culture of these various stake-holder
organizations? Use concepts from the chapter on organizational culture to describe how they differ and
how they are similar. - Consider how leaders of the new program can generate a transformational message and encourage
employee and parent trust. Using material from the chapter on leadership, describe how you would
advise leaders to accomplish these ends. - Given the potential for demographic fault lines in negotiating these changes, what would you advise as
a strategy for managing diversity issues for program leaders? (Robbins 629-631)
Robbins, Stephen P., Timothy Judge. Organizational Behavior, 15th Edition. Pearson Learning Solutions,
01/2012. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
TEAM FORMATION 2
Team Formation
When developing a team from groups with diverse priorities and interests, various points
should be put in mind. First, the group should be as representative as possible (Robbins & Judge,
2012). It should be able to serve the interests of as many of the stakeholders as possible. Second,
each of the groups should be willing to give up some of their interests. The group cannot serve
every individual want of the team. For this reason, each stakeholder group should be ready to
meat halfway with their likes. Another way to look at a good team is to make sure that the team
meets the common interests of the stakeholders. It is, therefore, very important to ensure that
people who have the interests of the students at heart are selected.
Some of the candidates are likely to be good team members while others are not. A good
team should be willing to negotiate. In this case, those who are in rigid positions are not likely to
be good team members (Robbins & Judge, 2012). One such individual is Meredith Watson. She
is seemingly in a position that shows unwillingness to negotiate. She wants to ensure that parents
are involved. To her, this is nonnegotiable. Second, there is Mason Dupree, who feels that the
schools are greedy for money. With this in mind, she is unlikely to negotiate in favor of the
schools at any one point. On the other hand, there are those who are willing to meet halfway.
One such individual is Ari Kaufman. Ari Kaufman believes that the most important thing is to
help the kids. This is a belief that is held by all. For this reason, his position in the team will be a
universally accepted position. Second, there is Candace Sharpe, who is reasonable in her
arguments. She believes that the schools are doing their best despite her being with one of the
other groups as well. She is, therefore, most possibly driven by principles.
TEAM FORMATION 3
Message to the program team
The program must learn the culture of each of the three groups. The Woodson foundation
has a culture of being economic. They want to ensure that the project is cost effective. The
school district representatives have a culture of ensuring that the employees are fairly treated to
ensure that the team created is unionized. Thirdly, the NCPIE has a culture of parent inclusion.
They will want to ensure that parents are included every step of the way and that the interest of
the parents are satisfied.
Leaders of the new program need to create a transformational message. The
transformational message should hold the message that is agreed upon by all parties (Lansford,
2008). In this case, the message should support ensuring that the interests of the students are met.
This should be the foundational message of the project leaders. They should show how truancy
will be reduced while increasing student performance.
To manage the conflict between the various leaders and the shareholders, both
accommodation and compromise should be integrated into every negotiation process (Lansford,
2008). They should be willing to allow some of those things they do not believe in to go through
or allow meeting halfway with their negotiators. By so doing, each team will ensure that they
meet common objectives as well as their individual interests.
TEAM FORMATION 4
References
Lansford, T. (2008). Conflict resolution. Detroit: Greenhaven Press.
Robbins, S., & Judge, T. (2012). Organizational behavior (15th ed.). Upper Saddle River, N.J.:
Pearson Education.
