Why did middle managers show resistance to the team building

Reference no: EM133381419

The personnel office of Prasant Chemicals limited informed the middle managers through a circular that a group of consultants would be calling on them later in the week to provide training on team building. The consultants would be emphasizing on how to develop team work and to build inter group relationships throughout the Company. The information also contained the approach to be adopted by the consultants and explained the five-step process of team building: problem sensing, examining differences, giving and receiving feedback, developing interactive skills, and follow up actions. The circular also included a note on the utility of team building in organisational effectiveness.

On receiving the circular, middle managers felt tense as they thought team building as an exercise involving a lot of hocus-pocus as they experienced in sensitivity training exercises in which participants used to attack each other and let out their aggression by heaping abuse on
those they disliked. Therefore, the managers felt that the consultants were not needed for team building. One of the managers commented, 'now that we understand what is involved in team building, we can go ahead and conduct a session ourselves. All we have to do is to choose a manager who is liked by everyone and put him in the role of change agent/ consultant. After all, you really do not need high priced consultants to do team building stuff.

You just have a good feel for the human factor'. The other managers generally agreed. However, the corporate personal director turned down their suggestion and proceeded with his original programme of hiring consultants.

Write a report on the following questions

1. Why did middle managers show resistance to the team building approach of organisation development? and identify various causes of change and relate to the set of Organizational change.

2. Using system thinking analyse the issues and problems to be addressed while implementing change

Reference no: EM133381419

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