1. Consultant Presentation
Shanda Williams
BUS381
Professor Stretton
December 5, 2012

2. Agenda
 Assessment of company
– Create a list of potential areas of weakness based on the information you
have in the case brief
– Explain the interventions that may need to take place in the senior
management team, finance, marketing and training departments
– Utilize Maslow’s Hierarchy of Needs when explaining what motivational
coaching may need to take place
 Team leadership and roles
– Using Ginnett’s model of team leadership describe how your team decided
on its members’ roles prior to starting the consultancy.
– Provide information on how your team and their roles evolved during the
process. Use powerpoint
– Explain each step of the Tuckman’s Forming, Norming, Storming and
Performing model as it pertained to your team. Use powerpoint
 Final Recommendations
– Provide your suggested plan for the company
– Evaluate the financial impact of such a plan and the time it will take to
implement

3. Potential Weaknesses
 Lack of collaboration
 No guiding principles
 Poor stakeholder outreach
 No training
 Too many employees
 Lack of capitol

4. Interventions
 Senior Management Team
– There must be immediate and clear communication on the part of
management with regard to any problematic issues.
 Finance
– Hire a corporate accounting firm to create a comprehensive overall
picture of your company's assets and debts. Discuss with them
which of your company's assets are no longer necessary or
profitable to your business plan.
 Marketing
– Know that you will lose all the advantages of name familiarity of the
company that will be absorbed by the new, parent company.
Decide which company can better afford that loss, Customers must
be kept informed.
 Training Department
– Once you know how you would like the new company to run, you
should provide both oral and written training to employees.

5. Maslow’s Hierarchy of Needs

6. Maslow’s Hierarchy of needs,
continued
 Make the employee feel secure, needed and
appreciated. If leaders, those that have the
ability to influence the lives of workers, take
into consideration the needs of the individual,
the new technology that provides challenges
and opportunities for meeting those needs,
and provides the training to meet both sets of
needs, enhanced employee motivation and
commitment is possible.

7. 10-13
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
Feedback
FeedbackFeedback
Feedback on team effectiveness
Ginnett’s Team Effectiveness
Leadership ModelDream
T-1 Task
T-2 Composition
T-3 Norms
Team Design
T-4 Authority
0-1 Reward Systems
0-2 Education Systems
0-3 Information Systems
Organizational Inputs
0-4 Control System
I-1 Interests/Motivation
I-2 Skills/Abilities
I-3 Values/Attitudes
Individual Inputs
I-4 Interpersonal Behavior
Team Leadership
Industry
P-1 Effort
P-2 Knowledge & Skills
P-3 Strategy
Process Criteria
P-4 Group Dynamics
Team Effectiveness
Outcome acceptable to
stakeholders
Future capability of team
Individual satisfaction
Design
Environment
Development
Self-efficacy Feedback
Material ResourcesFeedback

8. Ginnett’s Model continued
 Initiating: defining the problem, suggesting activities,
assigning tasks.
 Information seeking: asking questions, seeking relevant
data or views.
 Information sharing: providing data, offering opinions.
 Summarizing: reviewing and integrating others’ points,
checking for common understanding and readiness for
action.
 Evaluating: assessing validity of assumptions, quality of
information, reasonableness of recommendations.
 Guiding: Keeping group on track.

9. Team Roles Evolved
 Harmonizing: resolving interpersonal
conflicts, reducing tension.
 Encouraging: supporting and praising others,
showing appreciation for other’s
contributions, being warm and friendly.
 Gatekeeping: assuring even participation by
all group members, making sure that
everyone has a chance to be heard and that
no individual dominates.

10. Tuckman’s Model
 Forming
 the gathering of superficial information about fellow members,
and low trust.
– ensure the group members feel the clarity and comfort
required to evolve to the next stage.
 Storming
 marked by intragroup conflict, heightened emotional levels, and
status differentiation as remaining contenders struggled to build
alliances and fulfill the group’s leadership role.
– help members to voice their views, and to achieve
consensus (or commonality of views) about their purpose
and priorities.
 Norming
 The clear emergence of a leader and the development of group
norms and cohesiveness.
– focus on continuing to clarify the roles of each member,
and a clear and workable structure and process for the
group to achieve its goals.
 Performing
 group members played functional, interdependent roles that
were focused on the performance of group tasks.
– help members to reflect on their experiences and to learn
from them.

11. Suggested Plan
 Objectives:
– Minimize time and costs
– Stakeholder outreach
– Retain key employees
– The merger will capture and integrate the best
products and systems of both companies
– The implementation will be staged rather than a
“big bang”

12. References
Adolph, G., Elrod, K. & Neely, J. (2006). Working
knowledge: Nine steps to prevent merger failure.
Retrieved December 5, 2012 from
http://hbswk.hbs.edu/archive/5271.html
Amens, H. (2008). Merger implementation steps+
issues. Retrieved December 5, 2012 from
http://www.slideshare.net/hal9007/merger-
implementation-stepsissues-presentation#btnNext
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2009).
Leadership: Enhancing the lessons of experience.
Boston, MA: McGraw-Hill Irwin.