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Unit 9: Controlling and Staffing: Process, Means and New Practices, Group Dynamics and Motivation

1. Forming: At this first stage of development, members are preoccupied with familiarizing Notes
themselves with the task and to other members of the group. This is sometimes referred to as
the dependent stage, as members tend to depend on outside expertise for guidance, job definition,
and task analysis.
2. Storming: At this stage, the group encounters conflict as members confront and criticize each
other and the approach the group is taking to their task. Issues that arise include identification
of roles and responsibilities, operational rules and procedures, and the individual need for
recognition of his or her skills and abilities. This stage is also referred to as the counterdependent
stage where members tend to “flex their muscles” in search of identity. In some cases, the group
may have problems getting through this stage. This may occur if the group encounters difficulty
clarifying their task, agreeing on their mission or mandate, or deciding how they will proceed.
Lack of skills, ability or aptitude can also contribute to their inability to get beyond this stage.
3. Norming: At this point, members start to resolve the issues that are creating the conflict and
begin to develop their social agreements. The members begin to recognize their interdependance,
develop cohesion, and agree on the group norms that will help them function effectively in the
future.
4. Performing: When the group has sorted out its social structure and understands its goals and
individual roles, it will move toward accomplishing its task. Mutual assistance and creativity
become prominent themes at this stage. The group, sensing its growth and maturity, becomes
independent, relying on its own resources.
5. Adjourning: During this phase, the group will resort to some form of closure that includes rites
and rituals suitable to the event. These may include socials and parties, or ceremonies that
exhibit emotional support or celebration of their success.

9.10 Motivation in Controlling and Staffing

The control of motivation is only understood to a limited extent. There are many different approaches
of motivation training, but many of these are considered pseudoscientific by critics. To understand
how to control motivation it is first necessary to understand why many people lack motivation.
Employee motivation See also: Work motivation
Workers in any organization need something to keep them working. Most of the time, the salary of
the employee is enough to keep him or her working for an organization. An employee must be
motivated to work for a company or organization. If no motivation is present in an employee, then
that employee’s quality of work or all work in general will deteriorate.
When motivating an audience, you can use general motivational strategies or specific motivational
appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft
sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have
barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your
audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong,
audience rewards and audience threats. Job Characteristics Model See also: Work motivation and
Job satisfaction
The Job Characteristics Model (JCM), as designed by Hackman and Oldham attempts to use job
design to improve employee motivation. They have identified that any job can be described in terms
of five key job characteristics;
1. Skill Variety - the degree to which a job requires different skills and talents to complete a
number of different activities
2. Task Identity - this dimension refers to the completion of a whole and identifiable piece of
work versus a partial task as part of a larger piece of work

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