Span of Control Span of control suggests how many employees each manager can handle within an organization. It prevents employees from being expected to perform tasks for which they have no previous experience or training.
They set about gathering impressions and data about the similarities and differences among them and forming preferences for future subgrouping. By now, the group should be most productive. High-growth companies usually have smaller organizational structures so they can react to changes in the business environment quicker than other companies.
Stage four is marked by interdependence in personal relations and problem solving in the realm of task functions.
Small business owners must be responsible for creating their companies organizational structure framework.
Business owners may use a management consultant or review information from the Small Business Administration before setting up their organizational structure. Individual members have become self-assuring, and the need for group approval is past.
It is during this stage of development assuming the group gets this far that people begin to experience a sense of group belonging and a feeling of relief as a result of resolving interpersonal conflicts.
The task function becomes genuine problem solving, leading toward optimal solutions and optimum group development. Managers are also available to answer job-related questions from employees and handle conflicts within their departments.
The overall goal is productivity through problem solving and work. To grow from this stage to the next, each member must relinquish the comfort of non-threatening topics and risk the possibility of conflict.
Storming The next stage, called Storming, is characterized by competition and conflict in the personalrelations dimension an organization in the task-functions dimension. The termination of the group is a regressive movement from giving up control to giving up inclusion in the group. Questions will arise about who is going to be responsible for what, what the rules are, what the reward system is, and what criteria for evaluation are.
As the group members attempt to organize for the task, conflict inevitably results in their personal relations. Reporting lines, hierarchies, and the way that work flows through the business.
Leadership is shared, and cliques dissolve. This occurs as the chain of command increases from the business owner down to frontline employees. The most effective interventions in this stage are those that facilitate task termination and the disengagement process.
A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. Formalization determines whether employees have to sign in and out upon arriving and exiting the office, frequency and length of breaks, computer usage and dress code.
Companies with more employees usually require more managers for supervising these individuals. Group members rely on safe, patterned behavior and look to the group leader for guidance and direction.
Who makes the decisions, how widely spread is power, and on what is power based? Employees are responsible for completing duties assigned to them by their manager accurately and in a timely fashion. There is support for experimentation in solving problems and an emphasis on achievement.
The formation of a group and relate it to the stages with brief description of purpose and structure of the group mention below: Also briefly describe the organization, if this group was the part of it.
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