In the case of Socaba.com, there were many reasons that were equally important in the failure of the group's inability to become a cohesive unit. By simply transplanting a group of senior managers, one can not expect to make an organization more efficient and effective. There must be clear definitions of roles, responsibilities and positions, establishment of goals, values and expectations, a detailed schedule for change, clear communication, and the existence of positive reinforcement issues. In this paper we will take a look at how these aspects aided in the group's failure to transition into a cohesive unit.
Definitions of roles, responsibilities and positionsThe establishment of roles, assigned responsibilities and individual positions within a group are central to the framework of an organization or unit. These roles, responsibilities and positions assigned throughout a group will influence individual expectations and help everyone to understand their validity and purpose in the unit.
Karen Chapple
English: Mayport, Fla. (Dec. 19,2006) - Master-at-...
KarenIn the scenario presented in "Entrepreneurs Versus Executives at Socaba.com", there are no clearly defined roles, responsibilities or positions for this newly integrating unit. There are only loose titles for the entrepreneurs and no clearly established set of responsibilities or roles for the new executives. Dave, who is supposed to be their leader, does not act in accordance in with the roles or responsibilities of his loose position as CEO. He seems to be CEO by convenience. This sort of situation appears to be the same with his entrepreneur colleagues, which is one of the obstacles in the way of both groups forming a cohesive unit. Christine Comaford of Artemis Ventures points out in the article, that one problem in this situation is clear, the neglect to define their established roles and direction for the company (Maruca et al., 2000). By not establishing clear roles and responsibilities there...