1 Team development refers to the process of developing the ability to work well with others. According to research, teams go through several stages of development. Bruce W. Tuckman (1965), an educational psychologist, devised the most widely used framework for a team's phases of development. He found a five-stage development process which many teams follow to become high performing. Examine these FIVE (5) stages by highlighting how the team FEELS, BEHAVES, and TASKS in each of the five stages? (15 Marks) Question 2 CASE STUDY Type of Organisational Culture at SEMCO Antonio Curt Semler graduated from Viennas Polytechnic University as an Australian engineer. Upon graduation, his goal was to find a challenging business venture abroad. In 1937, Antonio Semler accepted a job offer in Argentina. There, he managed a plant for DuPont until 1952. In 1952, Antonio Semler traveled to Brazil and realized he was keen on staying in So Paulo as he believed it to be a prime location for an entrepreneur like himself. It was in So Paulo Brazil that Semler founded Semler & Company in 1953. At this time Semco was a simple backyard machine shop. The Brazilian market offered many opportunities and Semler & Company soon became a market leader by purchasing contracts that provided marine pumps to the military. By the 1960s Semler & Company was a well-established manufacturer that employed around 110 employees and generated around $2 million in revenues a year. Semler & Company started as a paternalistic, pyramidal structured company structured with rules and autocratic leadership. This kind of organizational design was commonly found in Latin-American companies during this time making Semler & Company a traditional company in every respect. Antonio Curt Semler followed a completely different organizational philosophy compared to his sons future management style. When Ricardo Semler graduated from Harvard at the age of 20, he began working in his fathers Managing Organisation (GSGM7223) CONFIDENTIAL May 2023 Final Assessment 3 company. In addition to Ricardo Semlers ideal of a strict separation of work and personal life, the father and son faced a large amount of conflict. Things changed in 1982 when Ricardo Semler took over his fathers company. Ricardo Semler was convinced that the future success of Semler & Company lied in the diversification of products but nobody and especially not his father listened. Frustrated by this and the organizational philosophy of his father, Ricardo Semler threatened to leave the company in his third year. At that moment Antonio Curt Semler retired, as CEO of Semler & Company and 1982 became a turning point for the company and its employees. Ricardo Semler immediately put some drastic changes in order. He renamed the company Semco, modernized the management practices and expanded the companys range with a product diversification strategy. When Ricardo Semler took over his fathers company in 1982, he was only 24 years old. He was young and ambitious, and he had the aspiration to make Semco a model of efficiency. Therefore, he hired top qualified managers, adopted new and complex technology and worked long days. It was not until he suddenly fainted and was diagnosed with a severe case of stress that he realized he needed to change his way of living and that of his employees as well. That is when he came up with the idea of a democracy in the workplace, which is based on three interdependent core values, employee participation, profit sharing and free-flow of information. Between 1982 and 1998, Semco's productivity increased nearly sevenfold, and profits rose fivefold. Semco was also one of the most sought-after Brazilian companies as far as employment was concerned. Turnover among its 3,000 employees was about 1% during the period 1994 to 2004. Repeat customers accounted for around 80% of Semco's 2003 annual revenues. The culture at Semco was unique in the sense that there were no power-packed job titles; employees including top managers themselves did the photocopying, sent faxes, typed letters, and made and received phone calls. There were no executive dining rooms, and parking was strictly first-come, first-served. Organizational profits were shared with the employees and the salaries were set by the employees themselves. Semco has evolved into a very successful, innovative organisation with various linked and unrelated business interests, governed mostly by Semco employees rather than top leadership. Whilst the organisation loses very few people due to attrition, it receives hundreds of applications from prospective employees enthusiastic about working in a reputable and respectful organisation. In general, the removal of bureaucracy has enabled this Managing Organisation (GSGM7223) CONFIDENTIAL May 2023 Final Assessment 4 organisation to become exceptionally agile and flexible in a constantly changing business environment. Behind this "maverick" organization was Ricardo Semler (Semler), the CEO of the company who referred to himself as the Chief Enzyme Officer. Source: https://hbr.org/1989/09/managing-without-managers Required: 1- How would you distinguish Semco's organisational culture prior to and following Ricardo Semler's changes? (8 Marks) 2- Analyse how is the organisational culture of Semco similar to and distinct from the Adhocracy culture