Techniques of Team Building for Organizational Development

Techniques of Team Building for Organizational Development Abstract In organizational development the team building process can benefit the corporation by grouping people together with common skills and providing them with a clear and concise mission and common goal. Team building is also a function that does not end when the team comes together, but is an ongoing process that runs throughout the project. Teams are a necessary part of organizations and will be important far into the future. The knowledge of team cultures and dynamics can be an invaluable tool for organizations. Techniques of Team Building for Organizational Development A Review of Forming and Managing Teams within an Organization A team is a small number of people with complementary skills, who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable (Gordon p. 489). Teams are also described as groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization (McShane 2010, p. 234). Since the beginning of time there have been teams such as hunting teams, where each member of the team has a specific task, but the overall goal for the team was to kill an animal for food. When man began building large structures there were work teams that would be in charge of producing the stones for the structure, work teams that would be in charge of moving the stones from the quarry to the structures construction site, and work teams that constructed the structure. The purpose of building teams is to allow employees to participate in the planning problem-solving and decision-making to better produce products and provide services. When companies grow they become more complex, therefore having groups or teams within the company allows the company to perform tasks more efficiently and effectively. An example of this can be seen in the automotive industry. Small car companies can have as few as seven employees performing specific skills to produce one vehicle at a time. Over time if this company is successful and begins to grow it will need to hire more employees. These employees will need to be placed into teams with each team performing a certain task or group of tasks in a certain area such as a body shop, and engine shop, a chassis shop, or an interior shop. Each shop has a group of employees that specialize in a particular area in the company that is necessary to produce the product. When the company was small one person could build an engine in a day for one car, but as the company grew more people are required to build more engines for more cars each day. There are various different types of teams: work teams, project and development teams, parallel teams, management teams, transitional teams, virtual teams, and self-managed teams. Work teams perform operations like manufacturing, assembling, selling, or providing services (Gordon p. 490). Work teams are the most common type of teams because theyre the most basic. Project and development teams work on projects that take a long time and they have specific tasks such as research and development. The teams new members usually contribute expert knowledge and judgment to the project, so they must be trained in that particular area for the work that is being performed. These teams work on one project and then disband when it is completed. Parallel teams are made up of individuals who are picked from various different teams in the organization and brought together to work outside the organization temporarily. Parallel teams are different in that they are formed to produce a product or service that is not normally done within the organization. Management teams provide direction to and work within, to other teams under their leadership. Management teams are a group of managers responsible for different subunits were together form a team and establish should take a direction and manage the companys overall performance. Transnational teams have members in multiple countries and are different from other work teams because they are multicultural and geographically dispersed. Also transnational teams also tend to be virtual teams. A virtual team has members that are not located in the same location. They communicate through e-mail, telephone, or with a teleconference system. Virtual teams created difficult challenges because of the way they operate and communicate. Virtual teams are usually made up of self-managing professionals. Some of them are made up of individuals that are trained to do all or most the jobs for specific task and have no supervision. Usually, as with virtual teams, self managed teams make the decisions that are usually made by their supervisors. There are advantages and disadvantages of forming teams. Early studies have shown that under the right conditions teams make better decisions, develop better products and services, and create a more engaged workforce than do employees working alone (McShane p. 237). Most teams create an environment that promotes communication, motivation, and better work ethics. Most employees prefer to work in teams because it gives them a sense of belonging. The motivation to work can be strong when the team is part of the employees social identity and by being accountable to their team members who watches their performance and quality of work more than their supervisor would. The drawbacks of developing teams is that the teams take a lot of energy and resources to develop and that some of the members of the team may not be trained to the level of skills that are required to be at to perform the certain task asked of them. Another disadvantage of developing teams is that adding new members to an ex isting team may drawdown the process and quality of work performed by the team. Source: Retrieved from PM: Program Manager (Online) July August 2002 Issue p. 79 There are five stages of team development; they are forming, storming, norming, performing, and adjoining. Forming is when the members get acquainted with each other and figure out the benefits of staying in the team. During this stage the members learn about the evolving culture within the team and the social boundaries in its environment. The storming stage is when the members become more comfortable in the team that they begin to test the boundaries and become more competitive with each other. During this stage norms of appropriate behavior are established. Norms are the shared rules and expectations that are established to regulate the behaviors that are important to the members of the team. The norming stage is when the team members come together and gain trust within the team. As objectives are established the team members begin to form a consensus on the goals. During the performing stage the team member are resolving conflicts by themselves. The members adjust to changes in the environment easier than at any other time. The adjourning stage comes at the completion of the project, the members disband and move on to other projects and teams or as an old team they take on a new project and start the process all over again. Teambuilding is an ongoing process, even though the team is formed, the process of maintaining the team goes on throughout the project. The most important property of a team is cohesiveness. Cohesiveness is the degree to which a group is attractive to its members, members are motivated to remain in the group, and the members influence one another (Gordon 2010 p. 501). The two reasons why cohesiveness is important in the team is first, it contributes to the member satisfaction and second, cohesiveness has a major impact on the teams performance. An organizational planner may be called on by company to assist them in developing or managing their teams. To be successful in this you need to know about personal behaviors, team dynamics, and about the individual roles within a team. When constructing teams it is best to select team members who are trained to perform the required roles necessary for that job so they may become effective contributors to the team. There are two roles that must be performed within the team, first the team specialist is a role that is filled by an individual who has a particular job-related ski ll and ability, secondly the team maintenance specialists develop and maintain harmony within the team by boosting morale, giving support, providing humor, soothing hurt feelings, and generally exhibiting a concern with team members well-being. The most important facet for team effectiveness that an organization must know is that to enable the teams productivity and cohesiveness the members must have a clear and concise knowledge of what tasks and duties they are responsible for. As a team performs a job, the individuals within the team perform specific tasks the culmination of these tasks make up the jobs at the team is responsible for. Allowing team members to be involved with the leadership and decision-making process will also motivate them toward superior performance as well as assisting them in the understanding of what they are required to perform through clear communication. Being able to identify performance norms allows for adjustments in the team to achieve optimal output and member satisfaction. In an article about building a better team Kevin Mehok stated: Picking the right players is critical to building a solid team. There are so many aspects of this process. You need to have the right people for the right job (2010 p. 2). The following chart displays the high and low cohesiveness versus the high and low performance norms. (High cohesiveness and low performance norms shows that there is high goal attainment based on the groups perspective but there is a low task performance based on managements perspective. Source: retrieved from, /imagecache/book/28776/fwk-bauer-fig09_004.jpg>. Low cohesiveness and low performance shows that there is poor goal attainment and poor task performance. With high cohesiveness and high performance norms there is a high goal attainment and a high task performance whereas with the low cohesiveness and high performance norms there is moderate goal attainment and task performance. Non-cohesive groups with high performance norms can be effective from the companys standpoint; however they wont be as productive as they would be if they were more cohesive (Gordon 2010 p. 502). Being able to understand the teams cultural environment makes it easier to make adjustments if necessary to enhance the teams cohesiveness. Some of the cultural environments are the clan, adhocracy, market, and hierarchy. A summary of the Hawthorn White Paper (2009) described the four different cultures as in a clan when the members identify with the group like they would a family where the emphasis is on team and teamwork and the members are loyal and friendly. Adhocracy is when the members have a large amount of independence with an emphasis on developing cutting-edge products and services. Hierarchy is where tradition and formality are dominant values and the emphasis is on stability, rules, and efficient processes. Market is where the members are competitive, hard-working, and demanding with the emphasis on productivity and beating the competition. Teams that are operating effectively and efficiently can identify problems faster. This allows the members to feel more confident in the decision making process. Having confident team members also reduces constructive conflict. When building an effective team there are a few activities that can be performed to boost morale, communication, and trust, along with having a lot of fun. Activities can range anywhere from a simple 10 minute exercise to a week long adventure. Measuring how effective such one-time activities are in changing a culture is difficult, so team building now employs more subtle methods to break down mistrust, inadequate leadership, and weak communication among employees (Laff 2006 p. 1). The greatest effect of these activities is the members are awakened by the obstacles of working with others, this comes out at the end of the exercise when they discuss there experience with each other. Usually a company will hire someone to facilitate these team building activities. One of the activities is that Alan Chapman (2010) posted on his web site that a developer can facilitate. It is an experiment to explore the brains capability to estimate scale. Using sticky notes have the team members mark a distance of ten feet on the floor, a height of three feet on a wall, and a distance of one yard on a table. They must do this without a measuring device. Review the activities as appropriate for your purposes, points for example: What surprises did we find? What clues are there to peoples different abilities? What differences are there in guessing different types of scale? What creative methods were used in measuring? How does the brain guess something? In work/life how do we decide when to guess and when to measure, and are these the best criteria? How can we make our guessing more reliable? (If exercises are performed in teams) are team guesses more reliable than individual guesses? What merit is there in the Wisdom of Crowds in guessing and making intuitive judgments? At the end of the exercise the facilitator will provide an assessment of the effectiveness that the activities provided the organization along with possible follow up events to maintain team cohesiveness. Have a facilitator draw out the dynamics using the Socratic Method of learning to tie together what happens in the office setting with what the members just experienced. Also remember to remind participants that they are not at the office, many of the activities still contain some form of gaming (Laff 2006, p. 1). Training team members to operate in the environment around them and not to hide from it, ignore it, and to not fight it will further enhance their efficiency in the team. May organizations are looking to streamline their operations, one of the tools they can turn to is hiring team building facilitators to perform exercises and give feedback. Of all of the functions an organizational developer performs to analyze, troubleshoot, and coach an organization toward their optimal output, team building is one of the most effective.

Night World : Secret Vampire Chapter 11

The next few hours were the worst of Phil's life. First and foremost was his mother. As soon as shewalked in, Phil's priorities changed from wanting herto comfort him to wanting to comfort her. And ofcourse there wasn't any comfort. All he could do was hold on to her. It's too cruel, he thought dimly. There ought to be a way to tell her. But she would never believe it, andif she did, she'd be in danger,too†¦. Eventually the paramedics did come, but only afterDr. Franklin had arrived. â€Å"I called him,† James said to Phil during one ofthe interludes when Phil's mom was crying on Cliff. â€Å"Why?† â€Å"To keep things simple. In this state, doctors can issue a death certificate if they've seen you withinthe last twenty days and they know the cause ofdeath. We don't want any hospitals or coroners.† Phil shook his head. â€Å"Why? What's your problemwith hospitals?† â€Å"My problem,† James said in a clipped, distinctvoice. â€Å"is that in hospitals they do autopsies.† Phil froze. He opened his mouth but no sound came out. â€Å"And in funeral homes they do embalming. Whichis why I need to be around when they come to pick up the body. I need to influence their minds not toembalm her, or sew her lips shut, or-â€Å" Phil bolted for the bathroom and was sick. Hehated James again. But nobody took Poppy to the hospital; and Dr.Franklin didn't mention an autopsy. He just heldPhil's mother's hand and spoke quietly about how these things could happen suddenly, and how at leastPoppy had been spared any pain. â€Å"But she was so much better today,† Phil's motherwhispered through tears. â€Å"Oh, my baby, my baby.She'd been getting worse, but today she was better. â€Å" â€Å"It happens like that sometimes,† Dr. Franklinsaid. â€Å"It's almost as if they rally for a last burst of life.† â€Å"But I wasn'ttherefor her,† Phil's mom said, andnow there weren't any tears, just the terrible gratingsound of guilt. â€Å"She was alone when she died.† Phil said, â€Å"She was asleep. She just went to sleepand never woke up. If you look at her, you can seehow peaceful it was.† He kept saying things like that, and so did Cliff andso did the doctor, and eventually the paramedicswent away. And sometime after that, while hismother was sitting on Poppy's bed and stroking herhair, the people from the mortuary came. â€Å"Just give me a few minutes,† Phil's mother said, dry-eyed and pale. â€Å"I need a few minutes alonewith her.† The mortuary men sat awkwardly in the family room, and James stared at them. Phil knew what wasgoing on. James was fixing in their minds the factthat there was to be no embalming. â€Å"Religious reasons, is that it?† one of the men saidto Cliff, breaking a long silence. Cliff stared at him, eyebrows coming together.†What are you talking about?† The man nodded. â€Å"I understand. It's no problem.† Phil understood, too. Whatever the man was hearing, it wasn't what Cliff was saying. â€Å"The only thing is, you'll want to have the viewingright away,† the other man said to Cliff. â€Å"Or else a closed casket.† â€Å"Yes, it was unexpected,† Cliff said, his facestraightening out. â€Å"It's been a very short illness.† So nowhewasn't hearing what the men were saying. Phil looked at James and saw sweat trickling down his face. Clearly it was a struggle to controlthree minds at once. At last Cliff went in and got Phil's mother. He ledher to the master bedroom to keep her from seeing what happened next. What happened was that the two men went into- Poppy's room with a body bag and a gurney. Whenthey came out, there was a small, delicate hump in the bag. Phil felt himself losing rationality again. He wantedto knock things down. He wanted to run a marathonto get away. Instead, his knees started to buckle and his visiongrayed out. Hard arms held him up, led him to a chair. â€Å"Hangon,† James said. â€Å"Just a few more minutes. It's al most over.† Right then Phil could almost forgive him for being a bloodsucking monster. It was very late that night when everyone finallywent to bed. To bed, not to sleep. Phil was one solid ache of misery from his throat down to his feet, andhe lay awake with the light on until the sun came up. The funeral home was like a Victorian mansion,and the room Poppy was in was filled with flowersand people. Poppy herself was in a white casket with gold fittings, and from far away she looked as if shewere sleeping. Phil didn't like to look at her. He looked insteadat the visitors who kept coming in and filling theviewing room and the dozens of wooden pews. He'd never realized how many people loved Poppy. â€Å"She was so full of life,† her English teacher said. â€Å"I can't believe she's gone,† a guy from Phil's football team said. â€Å"I'll never forget her,† one of her friends said,crying. Phil wore a dark suit and stood with his motherand Cliff. It was like a receiving line for a wedding.His mother kept saying, â€Å"Thank you for coming,†and hugging people. The people went over and touched the casket gently and cried. And in the process of greeting so many mourners,something strange happened. Phil got drawn in. Thereality of Poppy's death was so real that all the vampire stuff began to seem like a dream. Bit by bit, hestarted to believe the story he was acting out. After all, everybody else was so sure. Poppy hadgotten cancer, and now she was dead. Vampires were just superstition. James didn't come to the viewing.- Poppy was dreaming. She was walking by the ocean with James. It waswarm and she could smell salt and her feet were wetand sandy. She was wearing a new bathing suit, thekind that changes color when it gets wet. She hoped James would notice the suit, but he didn't say anything about it. Then she realized he was wearing a mask. That was strange, because he was going to get avery weirdtan with most of his face covered up. â€Å"Shouldn't you take that off?† she said, thinkinghe might need help. â€Å"I wear it for my health,† James said-only itwasn't James's voice. Poppy was shocked. She reached out and pulledthe mask away. It wasn't James. It was a boy with ash blond hair,even lighter than Phil's. Why hadn't she noticed hishair earlier? His eyes were green-and then they were blue. â€Å"Who are you?† Poppy demanded. She was afraid. â€Å"That would be telling.† He smiled. His eyes wereviolet. Then he lifted his hand, and she saw that hewas holding a poppy. At least, it was shaped like apoppy, but it was black. He caressed hercheek withthe flower. â€Å"Just remember,† hesaid, still smiling whimsically.†Bad magic happens.† â€Å"What?† â€Å"Bad magic happens,† he said and turned andwalked away. She found herself holding the poppy.He didn't ‘leave any footprints in the sand. Poppy was alone and the ocean was roaring. Clouds were gathering overhead. She wanted towake up now, but she couldn't, and she was aloneand scared. She dropped the flower as anguish surged through her. â€Å"James!† Phil sat up in bed, heart pounding. God, what had that been? Something like ashout in Poppy's voice. I'm hallucinating. Which wasn't surprising. It was Monday, the dayof Poppy's funeral. In-Phil glanced at the clockabout four hours he had to be at the church. Nowonder he was dreaming about her. But she had sounded so scared†¦. Phil put the thought out of his mind. It wasn'teven hard. He'd convinced himself that Poppy wasdead, and dead people didn't shout. At the funeral, though, Phil got a shock. His fatherwas there. He was even wearing something resembling a suit, although the jacket didn't match thetrousers and his tie was askew. â€Å"I came as soon as I heard†¦.† â€Å"Well, wherewere you?† Phil's mother said, thefine lines of strain showing around her eyes, the way they always did when she had to deal with Phil's father. â€Å"Backpacking in the Blue Ridge Mountains. Nexttime, I swear, I'll leave an address. I'll check my messages†¦.He began to cry. Phil's mom didn't sayanything else. She just reached for him, and Phil'sheart twisted at the way they clung to each other. He knew his dad was irresponsible and hopelesslybehind in child support and flaky and a failure. But nobody had ever loved Poppy more. Right then, Philcouldn't disapprove of him, not even with Cliff standing there for comparison. The shock came when his dad turned to Phil beforethe service. â€Å"You know, she came to me last night,† he said in a low voice. â€Å"Her spirit, I mean. She visited me.† Phil looked at him. This was the kind of weird statement that had brought on the divorce. His fatherhad always talked about peculiar dreams and seeingthings that weren't there. Not to mention collecting articles about astrology, numerology, and UFOs. â€Å"I didn't see her, but I heard her calling. I just wishshe hadn't sounded so frightened. Don't tell yourmother, but I got the feeling she's not at rest.† Heput his hands over his face. Phil felt every hair on the back of his neck standup. But the spooky feeling was drowned almost immediately in the sheer grief of the funeral. In hearingthings like â€Å"Poppy will live on forever in our heartsand memories.† A silver hearse led the way to ForestPark cemetery, and everyone stood in the June sunshine as the minister said some last words overPoppy's casket. By the time Phil had to put a rose on the casket, he was shaking. It was a terrible time. Two of Poppy's girlfriendscollapsed in near-hysterical sobs. Phillip's motherdoubled over and had to be led away from the casket.There was no time to think-then or at the potluckat Phil's house afterward. But it was at the house that Phil's two worlds collided. In the middle of all the milling confusion, hesaw James. He didn't know what to do. James didn't fit intowhat was going on here. Phil had half a mind togo over and tell him to get out, that the sick jokewas over. Before he could do anything, James walked up and said under his breath, â€Å"Be ready at eleven o'clock tonight.† Phil was jolted. â€Å"For what?† â€Å"Just be ready, okay? And have some of Poppy'sclothes with you. Whatever won't be missed.† Phil didn't say anything, and James gave him an exasperated sideways look. â€Å"We have to get her out,stupid. Or did you wantto leave her there?† Crash. That was the sound of worlds colliding. For a moment Phil was spinning in space with his feeton neither one. Then with the normal world in shards around him, he leaned against a wall and whispered, â€Å"I can't. Ican't do it. You're crazy.† â€Å"You're the one who's crazy. You're acting like itnever happened. And you have to help, because I can't do it alone. She's going to be disoriented at first, like a sleepwalker. She'llneed you.† That galvanized Phil. He jerked to stand up straightand whispered, â€Å"Did you hear her last night?† James looked away. â€Å"She wasn't awake. She was just dreaming.† â€Å"How could we hear her from so far away? Evenmy dadheard it. Listen.† He grabbed James by thelapel of his jacket. â€Å"Are you sure she's okay?† â€Å"A minute ago you were convinced she was dead and gone. Now you want guarantees that she's fine. Well, I can't give you any.† He stared Phil down with eyes as cold as gray ice. â€Å"I've never done this before, all right? I'm just going by the book. And there are always things that can go wrong.But,†he said terselywhen Phil opened his mouth, â€Å"the one thing I doknow is that if we leave her where she is, she's goingto have a very unpleasant awakening. Get it?† Phil's hand unclenched slowly and he let go of thejacket. â€Å"Yeah. I'm sorry. I just can't believe any ofthis.† He looked up to see that James's expressionhad softened slightly. â€Å"But if she was yelling last night, then she was alive then, right?† â€Å"And strong,† James said. â€Å"I've never known a stronger telepath. She's really going to be something.† Phil tried not to picture what. Of course, Jameswas a vampire, and he looked perfectly normalmost of the time. But Phil's mind kept throwing outpictures of Poppy as a Hollywood monster. Red eyes,chalky skin, and dripping teeth. If she came out like that, he'd try to love her. Butpart of him might want to get a stake. Forest Park cemetery was completely.different at night. The darkness seemed very thick. There was a sign on the iron gate that said, â€Å"No visitors after sunset,† but the gate itself was open. I don't want to be here, Phil thought. James drove down the single lane road that curvedaround the cemetery and parked underneath a hugeand ancient gingko tree. â€Å"What if somebody sees us? Don't they have aguard or something?† â€Å"They have a night watchman. He's asleep. I tookcare of it before I picked you up.† James got out andbegan unloading an amazing amount of equipmentfrom the backseat of the Integra. Two heavy duty flashlights. A crowbar. Some old boards. A couple of tarps. And two brand-new shovels. â€Å"Help me carry this stuff.† â€Å"What's it allfor?†But Phil helped. Gravelcrunched under his feet as he followed James on oneof the little winding paths. They went up some weathered wooden stairs and down the other sideand then they were in Toyland. That was what somebody at the funeral had calledit. Phil had overheard two business friends of Cliff'stalking about it. It was a section of the cemetery where mostly kids were buried. You could tell without even looking at the headstones because therewere teddy bears and things on the graves. Poppy's grave was right on the edge of Toyland. Itdidn't have a headstone yet, of course. There was only a green plastic marker. James dumped his armload on the grass and thenknelt to examine the ground with a flashlight. Phil stood silently, looking around the cemetery.He was still scared, partly with the normal fear that they'd get caught before they got finished, and partlywith the supernatural fear that they wouldn't.Theonly sounds were crickets and distant traffic. Treebranches and bushes moved gently in the wind. â€Å"Okay,† James said. â€Å"First we've got to peel this sod off.† â€Å"Huh?† Phil hadn't even thought about why therewas already grass on the new grave. But of course itwas sod. James had found the edge of one strip and was rolling it up like a carpet. Phil found another edge. The strips were about sixfeet long by one and a half feet wide. They wereheavy, but it wasn't too hard to roll them up and off the foot of the grave. â€Å"Leave 'em there. We've got to put them on againafterward,† James grunted. â€Å"We don't want it to lookas if this place has been disturbed.† A light went on for Phil.†That'swhy the tarpsand stuff.† â€Å"Yeah. A little mess won't be suspicious. But if weleave dirt scattered everywhere, somebody's going towonder.† James laid the boards around the perimeterof the grave, then spread the tarps on either side.Phil helped him straighten them. What was left where the sod had been was fresh,loamy soil. Phil positioned aflashlight and picked upa shovel. I don't believe I'm doing this, he thought. But he was doing it. And as long as all he thoughtabout was the physical work, the job of digging a hole in the ground, he was okay. He concentrated on that and stepped on the shovel. It went straight into the dirt, with no resistance. It was easy to spade up one shovelful of dirt and drop it onto the tarp. But by about the thirtieth shovelful,he was getting tired. â€Å"This is insane. We need a backhoe,† he said, wiping his forehead. â€Å"You can rest if you want,† James said coolly. Phil understood. James was the backhoe. He wasstronger than anyone Phil had ever seen. He pitchedup shovelful after shovelful of dirt without even straining. He made it look like fun. â€Å"Whydon't we have you on any. of the teams atschool?† Phil said, leaning heavily on his shovel. â€Å"I prefer individual sports. Like wrestling,† Jamessaid and grinned, just for a moment, up at Phil. It was the kind of locker-room remark that couldn't be misunderstood from one guy to another. He meantwrestling with, for instance, Jacklyn and Michaela. And, just at that particular moment, Phil couldn't help grinning back. He couldn't summon up anyrighteous disapproval. Even with James, it took a long time to dig thehole. It was wider than Phil would have thought necessary. When his shovel finallychunkedon somethingsolid, he found out why. â€Å"It's the vault,† James said. â€Å"Whatvault?† â€Å"The burial vault. They put the coffin inside it so it doesn't get crushed if the ground collapses. Get outand hand me the crowbar.† Phil climbed out of the hole and gave him thecrowbar. He could see the vault now. It was made ofunfinished concrete and he guessed that it was just a rectangular box with a lid. James was prying thelid off with the crowbar. â€Å"There,† James said, with an explosive grunt as he lifted the lid and slid it, by degrees, behind the concrete box. That was why the hole was so wide, toaccommodate the lid on one side and James on theother. And now, looking straight down into the hole, Philcould see the casket. A huge spray of slightly crushedyellow roses was on top. James was breathing hard, but Phil didn't think itwas with exertion. His own lungs felt as if they werebeing squeezed flat, and his heart was thudding hardenough to shake his body. â€Å"Oh, God,† he said quietly and with no particular emphasis. James looked up. â€Å"Yeah. This is it.† He pushed theroses down toward the foot of the casket. Then, inwhat seemed like slow motion to Phillip, he began unfastening latches on the casket's side. When they were unfastened, he paused for just aninstant, both hands flat on the smooth surface of thecasket. Then he lifted the upper panel, and Phillip could see what was inside.

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Towson University Acceptance Rate, SAT/ACT Scores, GPA

Towson University is a public university with an acceptance rate of 79%. Located eight miles north of Baltimore, Towson is the second largest public university in Maryland. The university offers over 60 undergraduate majors, and fields such as business, psychology,  nursing, and communications are popular. Towson has a 17-to-1  student / faculty ratio. The school wins high marks for its safety, value, and green efforts. On the athletic front, the  Towson University Tigers  compete in the NCAA Division I  Colonial Athletic Association  and Eastern College Athletic Conference. Considering applying to Towson University? Here are the admissions statistics you should know, including average SAT/ACT scores and GPAs of admitted students. Acceptance Rate During the 2017-18 admissions cycle, Towson University had an acceptance rate of 79%. For every 100 students who applied, 79 students were admitted, making Towsons admissions process somewhat competitive. Admissions Process (2017-18) Number of Applicants 11,933 Percent Admitted 79% Percent Admitted Who Enrolled (Yield) 32% SAT Scores and Requirements Towson University requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 90% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 540 610 Math 520 590 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of Towsons admitted students fall within the top 35% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Towson scored between 540 and 610, while 25% scored below 540 and 25% scored above 610. On the math section, 50% of admitted students scored between 520 and 590, while 25% scored below 520 and 25% scored above 590. Applicants with a composite SAT score of 1200 or higher will have particularly competitive chances at Towson. Requirements Towson does not require the SAT writing section or SAT Subject tests. Note that Towson participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements Towson University requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 23% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 20 25 Math 18 25 Composite 20 25 This admissions data tells us that most of Towsons admitted students fall within the top 49% nationally on the ACT. The middle 50% of students admitted to Towson received a composite ACT score between 20 and 25, while 25% scored above 25 and 25% scored below 20. Requirements Towson does not require the ACT writing section. Unlike many universities, Towson superscores ACT results; your highest subscores from multiple ACT sittings will be considered. GPA In 2019, the average high school GPA for Towson Universitys incoming freshmen class was 3.68. This data suggests that most successful applicants to Towson have primarily A grades. Self-Reported GPA/SAT/ACT Graph Towson University Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to Towson University. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances Towson University, which accepts over three-quarters of applicants, has somewhat selective admissions. However, Towson also has a  holistic admissions  process and admissions decisions are based on much more than numbers. A strong  application essay  and  optional  letters of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. Applicants may also supplement their application by submitting an optional resume. The university is looking for students who will contribute to the campus community in meaningful ways, not just students who show promise in the classroom. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and scores are outside of Towsons average range. Note that some majors have additional application requirements including auditions and minimum GPAs. In the scattergram above, the blue and green dots represent accepted students. The majority of successful applicants had a combined SAT score (ERWM) of 1050 or higher, an ACT composite of 21 or better, and a B or higher GPA. If You Like Towson University, You May Also Like These Schools Temple UniversityPennsylvania State UniversityDrexel UniversityJames Madison UniversityGeorge Mason University All admissions data has been sourced from the National Center for Education Statistics and Towson University Undergraduate Admissions Office.