Hoosiers Movie Summary and Survey Summary

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Hoosiers Movie Summary and Survey Summary

Section 1

Coach Dale begins by forming his team. He establishes strict rules for the team, and ends up dismissing some members of the team. This is despite the challenge he is facing of trying to find enough players. His insistence on team discipline shows his seriousness towards creating a winning team. He defines the role of the members and work towards ensuring that every member has sufficient knowledge on his functions. He defies great odds and employs new tactics, some of which do not please all the people. He has to deal with a community that wants him out of the team as coach. He identifies the potential of people who others have not considered would contribute. His decision to include the Shooter, who is a drunk, as an assistant coach surprises many people, yet it pays off in the end. Tuckman’s theory identifies the progress that a team goes through, and this is evident in Hoosiers’ team.

The first stage is the formation stage, where the team is loose in the sense that it has not yet established any norms and the members are not clear on their specific roles. The members orient themselves, and they establish what they intend to achieve (Cantore and Passmore 141). The second stage in the process is the storming stage, which involves interpersonal conflicts, as different members identify clear roles. The team members feel that the approach used to accomplish the task is wrong (Egolf and Chester 142). There is much focus on discipline, as the members define a code of conduct. The coach has to deal with some members of the team who defy his orders and fail in maintaining discipline. There is some conflict in the team, as the coach decides to use new strategies and techniques.

In the norming stage, the members understand their roles clearly and they work towards harmonizing the group. There is an open discussion of issues, and a general acceptance of the rules (Enciso 34). In the performing stage, the team members work efficiently, and there is greater understanding among them. It gets its work done after having long processes of storming and norming (O’Connell and Cuthbertson 22). The team members in the adjourning stage focus on wrapping things up, as they wait to complete their task. Some of the team members are delighted having completed the task, and they will want to celebrate their achievements (Halverson and Tirmizi 99). The team celebrates its victory against different teams, and the members are overjoyed once they reach the state finals and proceed to win them.

Section 2

4. In the past seven days, I have received recognition or praise for doing good work

Employees do not seem to agree on the recognition or any praise they receive for their good work. Almost half of the employees felt that the management recognized the work they do, while approximately half of them were of the opinion that it did not. Two of the employees surveyed were neutral on the issue (Kreitner 55). This indicates that some people do not like their work conditions. They do not like the fact that the management does not recognize the effort they put in their work. The negative perceptions concerning work conditions could reflect the way that the employees feel about their management (Anderson 81)

5. My supervisor or someone at work cares about me as a person

Many of the employees were in support of their supervisor, and they felt that he cared for them. While seventeen people either agreed or strongly agreed with the statement, only four people disagreed or strongly disagreed that their supervisor did not care for them. Four people were neutral on the issue. Workplace surveys are often inconsistent, and the same respondents can give different responses to the similar questions. This often presents a difficulty in reviewing messages about work place conflict (Montgomery and Cook 45)

6. There is someone at work that encourages my development

Many people surveyed reported that they receive support from different people, which encouraged them to develop. Sixteen people either agreed or strongly agreed with the statement. Five people either disagreed or strongly disagreed with the statement. They felt that no one at their place of work encouraged them to develop. Four people were neutral; they neither agreed nor disagreed with the statement. Employees expect to receive support towards their career development, in addition to receiving training and promotion opportunities (Sison 156)

Works Cited:

Anderson, Lawrence. Making it in Management: Developing the Thinking You Need to Move up the Organization Ladder … and Stay There. Bloomington: iUniverse, Aug 4, 2011. Print.

Cantore, Stefan and Jonathan Passmore. Top Business Psychology Models: 50 Transforming Ideas for Leaders, Consultants and Coaches. Kogan Page Publishers, 2012. Print

Egolf, Donald and Sondra Chester. Forming Storming Norming Performing: Successful Communication in Groups and Teams. Bloomington: iUniverse, 2013. Print

Enciso, Z. Ricardo. Cooplexity: A Model of Collaboration in Complexity for Management in Times of Uncertainty and Change. Lulu.com, 2010. Print

Halverson, B. Claire and S. Aqueel Tirmizi. Effective Multicultural Teams: Theory and Practice: theory and practice. New York: Springer, 2008. Print

Hoosiers. Dir. David Anspaugh. Perf. Gene Hackman, Barbara Hershey and Dennis Hopper. Orion Pictures, 1986. Film

Kreitner, Robert and Angelo Kinicki. Organizational Behavior. New York: McGraw-Hill, 2012. Print

Montgomery, G. Jack and Eleanor I. Cook. Conflict Management for Libraries: Strategies for a Positive, Productive Workplace. Chicago: American Library Association, 2005. Print

O’Connell, S. Thomas and Brent Cuthbertson. Group Dynamics in Recreation and Leisure: Creating Conscious Groups through an Experiential Approach. Champaign: Human Kinetics, 2009. Print.

Sison, G. Alejo. The Moral Capital Of Leaders: Why Virtue Matters. Cheltenham: Edward Elgar Publishing, 2003. Print.