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Group Formation after the Restructure: A Case Study

Drishtikon: A Management Journal

Volume 4 Issue 2

Published: 2013
Author(s) Name: Kent Rhodes, Christie Cooper | Author(s) Affiliation: Pepperdine University, C.A.
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Abstract

Using a case study approach the purpose of this paper aims to create an understanding for managers how their associates handle change after the occurrence of a company re-organization. This understanding is supported by the using Tuckman’s 5 steps to group formation to manage new teams and create cohesion. This paper provides for a powerful framework to create a cohesive, new team following a re-organization. It is proposed that managers who have an understanding of group formation and handling change will help their associates navigate through the rough waters of a re-organization, resulting in a loss of associates. It is primarily the line manager that will have the most influence on the cohesiveness of the new team.

Keywords: Re-organization, Restructure, Team Formation, Team Dynamics, Groups Formation

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