Sample Essay On Studying Group Developmental Process In An Indigenous Assemblage

Group naturally goes through four stages of development during its lifetime. The first one is referred to as forming in, which the individuals greet each other in order to create a significant level of socialization experience during the development of team. The members however, engage in political warfare so that they can grasp leading position in the group. The second stage is recognized by the name of storming when the group has to act in order to achieve common goals and objectives. The roles and responsibilities are divided by the leader amongst various members. The leader judges his or her team members in the light of their previous professional experiences. The leader had to apply the golden rule of hit and trail in order to find the true hidden talent in each of the individual under his or her command. The leader switches roles according to the performance of every member. The leading person has to succumb to removing low performing individuals, and bring some new ones in order to balance the group’s dynamics.
The group that I worked and lived with was existing in the South Asian culture, and the members had to be dragged into the effort that needs to be made in order to outweigh the social and economic needs of the many to those of the few. The group was operating in the stage of storming, and the forming phase was not completed entirely as well. The leader did not have the ability to bring the element of convergence in the overall functioning of the team. The leader was mistaken as he applied the model of authoritative leadership when he needed to use the philosophy of participatory management instead.
Additionally, the members did not have the adequate level of knowledge about their roles in the group, and they were unable to create synergetic relationships with each other either so they did not have any opportunity to create an effective team. Additionally, the leader did not have the courage to delegate authority to his followers, and therefore, he acted under the influence of paranoia to say the least. The inefficient leadership behavior did not let the present of the group to flourish, and it killed the perspective of development in the future as well. Furthermore, the leader did not make any significant effort regarding growing his replacement after his retirement, and that kind of thinking hurt the functionality of the group in the worst way possible because the teams need to have leaders, and the developmental process of the groups have to be generational in nature because humans are not here forever. They tend to fall dead all of a sudden, and they have the uncanny wish to switch jobs in order to find better ones. The leader has to develop replacement of each employee, and the workers have to receive cross-functional training in various dimensions of their profession so that they can work as replacement crew to that of other departments in case of an emergency.
The human resource management literature was not applied properly in order to manage the structure and mindset of the featured team were not changed, and their corresponding individual identities were not submerged together in order to create a unifying force that could posses the power of exerting its collective strength in order to achieve common objectives.

References

Jordan, P. J., & Troth, A. C. (2004). Managing emotions during team problem solving: emotional intelligence and conflict resolution. Human Performance Vol 17 (2), 195-218.
Marquis, B. L., & Huston, C. J. (2014). Leadership Roles and Management Functions in Nursing: Theory and Application. London: LWW.
Salas, E., Rosen, M. A., & King, H. (2007). Managing teams managing crises: principles of teamwork to improve patient safety in the Emergency Room and beyond. Theoretical Issues in Ergonomics Science Vol 8 (5), 381-394.