Organizational Change and Development: Teamwork Case Study

This report analyzes a case study focused on organizational change and development, specifically addressing teamwork challenges within an organization. It identifies both micro-level issues, such as ineffective leadership and poor decision-making, and macro-level issues, including poor communication and lack of participation. The report delves into the causes of these problems, attributing them to deficient leadership skills and coordination, impacting the organization's goal and values, technical, managerial, psychosocial, and structural subsystems. The report suggests alternative solutions, emphasizing the need for training and the application of models like Tuckman's and Lafasto and Larson's to improve team dynamics and leadership effectiveness. Finally, it recommends implementing the Lafasto and Larson model, outlining a plan using the problem-solving method (Goal, Reality, Options, Will) to enhance teamwork, improve organizational performance, and achieve high growth. The report includes references to relevant academic sources to support its claims.

Organizational Change and Development

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Answer 1.
Micro issues
Micro issues are the problems which can be solved easily by team members. In this case
study, a team faces issues such as effective leadership skills, and difficulty in decision
making. In this scenario, John and his team face these issues which do not reflect the wrong
impression on other people. It is observed that the team is effectively coordinated just
because of a leader. Decision making is very important in a team which shows the strong
coordination of team members.
Macro issues
Macro issues are the issue which takes time to conclude the solution. In this case study, Poor
communication and lack of participation are the issues which are faced by team members.
Poor communication and reflects the weakness of a team and lack of participants reflects the
lack of leadership skills which affects the organization activities (Wagner III, and
Hollenbeck, 2014).
Answer 2.
Causes of Micro issues
Effective leadership skills
It is observed that it is necessary for a team to work as per the instructions of a leader. An
effective leader should be understood the interest and problem of a member. It is the duty of a
leader to manage the activities and the team members. But in this case, John as a leader fails
to fulfil its responsibility to manage the activities. It is observed that John team went to work

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without him just because of its fewer efforts towards the teamwork. This scenario states the
lack of effective leadership skills (Chen, and Rybak, 2017).
Lack of Coordination
Decision making is a process which reflects the strong coordination of teamwork. But in this
case, John takes their own decision without any consultancy with the members. It
demotivates the team members which has a negative result because the team members did not
give their best towards the work. The whole scenario reflects the lack of coordination due to
the lack of effective leadership skills.
Causes of Macro Issues
Poor communication
Communication is a source to connect the team members with each other. It is a channel to
motivate the member towards the work. In the case, there is a huge lack of communication
between the leader and the team members. It is the responsibility of a leader to motivate the
employee towards the activities but in this case, the whole team is getting annoyed with their
leader. It reflects the lack of communication which is a major issue (Roberts, et al., 2014).
Lack of participation
In this case, it has been seen that the members participated in a team activity which is
organised but the leader did not put many efforts. It demotivates the other members which
reflect the negative result.
Answer 3.
Goal and Values Subsystem

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This subsystem states the mission and vision of the organisation which includes the profit,
growth, and survival in the market. Due to a lack of leadership skills, the leaders fail to direct
the members for their work which directly affects the profit and growth of the organisation.
The Technical Subsystem
This subsystem of an organisation includes the primary activities such as operations that
include the techniques which are used to produce the output. Demotivated members did not
give their best in their work which directly affects the output of the organisation.
The Managerial Subsystem
This subsystem includes the function of directing, organising and coordinating the activities
to achieve the objective of the organisation. In the case, it has been seen that the leader did
not maintain the activities due to his fewer efforts. Lack of coordination raises the conflicts in
the members which directly affect the growth of the organisation (Weerawardena, Mort,
Salunke, Knight, and Liesch, 2015).
The Psychosocial Subsystem
This subsystem defines the network of social relationships and behavioural pattern of
members such as roles, norms, and communications. It is necessary to maintain the relation
of members for each other but due to lack of communication in the team the conflicts has
been raised and the competition behaviour is also developed in the members. These issues are
directly affecting the growth of the organisation (Davey, and Gordon, 2017).
The structural subsystem
This subsystem of an organisation refers the formal design, policies, and procedure. This
system includes the chart of the division of work and pattern of authority. Lack of

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coordination in an organisation affects the output of the organisation due to which the
organisation suffers the heavy loss and it down the brand image.
Answer 4.
Training
There are many methods to solve the issues but it has been seen that the whole issues are
related to the lack of effective leadership skills. It is necessary to provide the training to the
leader until a person get the good experience of teamwork.
Tuckman’s Model
This model defines that the team members have to develop the maturity and ability and
establish a strong relationship with each other. According to this model, a leader has to
change the leadership style from directing style to the delegation the work. In this case, the
leader fails in their responsibility that is why, it is necessary to change leadership style to
improve the work (Warrick, 2016).
Lafasto and Larson model
This model is also known as the five dynamics of teamwork and collaborations. It contains
the five components that increase the effectiveness of members towards the work. The five
components are team members, team relationship, team problem solving, team leadership,
and organisational environment. These five components help to solve the whole situation of a
team (Lemons, and Strong, 2016).
Answer 5.
From the above analysis, it has been recommended that the organisation has to adopt the
Lafasto and Larson model. In this model, there are five components which include the whole

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process of the organisation activities such as team members, team relationship, team problem
solving, team leadership and organisational environment. A leader has to understand the
team member’s behaviour, maintain the relationship, build the team spirit to solve the
problem and maintain the good atmosphere of the organisation.
To implement this recommendation a plan has to prepare by following the problem-solving
method such as Goal Realty Options Will.
Goal- To achieve the objective or to allocate the work, it is necessary to set the goal of the
organisation. Primary step of the organisation is to set the goal.
Reality – After that, it is the responsibility of a leader to analyse the current situation of the
organisation to improve the outcome.
Options- After analysing the situation, it is necessary to find ways to solve the problem and
improve the productivity of the organisation.
Will- After analysing the ways, it is the last step but the major part for a leader and the
organisation to achieve the objective that is to direct the work to staff. A leader has to
delegate the work as per the will and skills of a member (Martínez-Cerdá, Torrent-Sellens,
and González-González, 2018).
The company will achieve high growth by implementing the whole process of the plan.

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References
Chen, M.W. and Rybak, C., 2017. Group leadership skills: Interpersonal process in group
counseling and therapy. SAGE Publications.
Davey, S. and Gordon, S., 2017. Definitions of social inclusion and social exclusion: the
invisibility of mental illness and the social conditions of participation. International Journal
of Culture and Mental Health, 10(3), pp.229-237.
Lemons, L. and Strong, J., 2016. Developing Teamwork and Team Leadership Skills through
Service Learning. The Agricultural Education Magazine, 89(1), p.18.
Martínez-Cerdá, J.F., Torrent-Sellens, J. and González-González, I., 2018. Socio-technical e-
learning innovation and ways of learning in the ICT-space-time continuum to improve the
employability skills of adults. Computers in Human Behavior.
Roberts, N.K., Williams, R.G., Schwind, C.J., Sutyak, J.A., McDowell, C., Griffen, D., Wall,
J., Sanfey, H., Chestnut, A., Meier, A.H. and Wohltmann, C., 2014. The impact of brief team
communication, leadership and team behavior training on ad hoc team performance in trauma
care settings. The American Journal of Surgery, 207(2), pp.170-178.
Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive
advantage. Routledge.

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Warrick, D.D., 2016. What leaders can learn about teamwork and developing high
performance teams from organization development practitioners. Performance Improvement,
55(3), pp.13-21.
Weerawardena, J., Mort, G.S., Salunke, S., Knight, G. and Liesch, P.W., 2015. The role of
the market sub-system and the socio-technical sub-system in innovation and firm
performance: a dynamic capabilities approach. Journal of the Academy of Marketing Science,
43(2), pp.221-239.