W1_Ibraheem_Tuckman Analysis

1.0 Problem Recognition

The main idea of problem recognition is to be able to identify the present stage of Bistro12 in the model of group development.

Problem identification and recognition provokes solution by placing the observer at a vantage point of view and suggest appropriate leadership style/skills from developed model.

Below is the proposed model of group development by Bruce Tuck-man on stages involved in building up a team.

1.       Forming

2.       Storming

3.       Norming

4.       Performing

Outcome of our team development survey generate 26 for norming and 24 for performing.

This is a clear indication that our team (BISTRO12) is within a transition stage between the Norming and Performing but tends to Norming.

2. Development of feasible alternatives

Below is the feasible alternative leadership style:

1.       Task-oriented leaders

a.       The hand-off leader

b.      The bureaucratic

c.       autocratic

2.       People oriented

a.       The trainer

b.      The cheer-leader

c.       The democratic

3.0 Develop outcome for each alternative

Based on the survey result, Bistro12 is at the norming stage. The best type of leadership at this stage is the people-oriented style.

4.0 Selection of criteria (see survey)

5.0 Analysis and comparison of alternatives.

Task-oriented leaders are excellent at managing the nuts and bolts in their area of expertise. Their ability to get things done translates into valuable resources for the team –provided they leverage those resources with good communication and interaction.

People-oriented leaders are the charmers and visionaries. They get to keep the human and emotional side of the team going strong.

The Hands-Off Leader doesn’t see the need to provide feedback, continuous input, or scrutiny to their team. Usually there is a good reason for this: they tend to work with highly-experienced and functional groups.

The Bureaucrat knows the rules of the institution and has the team abide by them. When there are rigid policies and guidelines in place, the Bureaucrat makes sure that they are maintained and used to the best of their ability.

The Autocrat manages the direction of all goals and work, with little to no input from the team.

The Trainer works to develop the team members to make them more efficient and stronger at their jobs. This leader focuses on the increasing skills and success of his team to make success more likely.

The Cheerleader/Coach takes an indirect approach, motivating and encouraging the team toward success. They have magnetic personalities and boatloads of charisma.

The Democratic Leader is a facilitator who encourages discussion and the free-flow of ideas. The team expresses their ideas on the best course of action, the leader studies the options and then chooses based on the input.

6.0 Selection of preferred alternatives

The preferred alternative is People-oriented leader (cheerleader/coach)

7.0 Performance monitoring and post evaluation of result

Performance is to be tracked by report and scrutiny of output CPI/SPI.

References:

1.       Problem recognition

Retrieved from:

W. Tuckman - forming, storming, norming and performing in groups, the encyclopaedia of informal education, www.infed.org/thinkers/tuckman.htm.

ttp://www.cscaweb.org/EMS/sector_team/support_files/tools_for_the_team/tool_stage.pdf

2.      Development of feasible alternatives

Retrieved from:

http://www.vectorstudy.com/management_topics/types_of_leadership.htm

3         Tuckman developmental Model

Retrieved from:

http://salvos.org.au/scribe/sites/2020/files/Resources/Transitions/HANDOUT_-_Tuckmans_Team_Development_Model.pdf