Leadership Versus Management Affect on Group Behaviors and Work Teams

Running head: LEADERSHIP VERSUS MANAGEMENT THE AFFECT ON GROUP BEHAVIORS AND WORK TEAMS

ORGANIZATIONAL THEORY AND BEHAVIOR

ASSIGNMENT THREE

Grand Cannon University

EFL 620

November 18, 2009

ABSTRACT

Thomas Jefferson said, “Wisdom I know is social. She seeks her fellows. But Beauty is jealous, and illy bears the presence of a rival”. Those who manage based on personalities, favoritism, and dishonesty tends to sow the seeds of their own destruction. Those who lead based on abilities, merit, and integrity train their own replacements. This paper demonstrates examples of both behaviors and the outcomes of each course of action.

LEADERSHIP VERSUS MANAGEMENT AFFECT ON GROUP BEHAVIORS AND WORK TEAMS

When the author first learned that Organization Theory and Behavior is a mandatory course in the Masters of Science in Executive Fire Service Leadership curriculum, he despaired at the study of what he felt was psychobabble. Given the fact the course is now into the third week and the author’s realization that he was in the middle of a OB experiment while stationed in England in the mid-1990’s, the authors attitude changed to one of interest. Unless the course facilitator objects, the author intends submit the lessons taught by his mentor that he is only now just learning/recognizing as examples of his understanding the course materials and lessons.

The purpose of this assignment is to analyze a fire service organization and to provide examples of groups versus teams. The author of the paper intends to show two distinct fire protection organizations: the first under the control of a manager and the second under the leadership of Chief Giles. The author proposes to demonstrate the before and after norms of the organization, and how these norms positively or negatively influenced the organizations effectiveness. The paper will Research two decisions, again, one before and one after and demonstrate the decision-making processes. The author will demonstrate the pre-Giles groupthink and the difficulty experienced by the author in building an atmosphere of trust. Finally, using the Model of Team Effectiveness (organizational and team environment, design, processes, and effectiveness) the author will assess the effectiveness of this organization, both before and after.

Groups versus Teams

Prior to chief Giles’ arrival there were only three groups; the dominate group the author called the Big Three who derived power from a personal relationship with the fire chief. The next group of individuals drew their authority from the big three and the author nicknamed them the little eight. The final group was the largest group and consisted of those who were not part of the main groups in authority at the fire station. An important point to remember is that these eleven people were not the highest-ranking military members in the fire station; they were the “fair haired children” the fire chief bestowed his good graces upon. The ranking military member was one of the big three and he gave credence to the chief’s practices. It is also important to know this individual gained rank due to his association with the fire chief.