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Project Submission Leadership

The document discusses a case study about a failed team project at a fine arts company. The team, led by Eric, was tasked with developing a strategic realignment plan but was unsuccessful. Key reasons for failure included lack of proper team formation by Eric, insufficient time allotted, and interpersonal issues between strong-willed team members like Randy who did not work well together. Recommendations focus on improving team dynamics, accountability, leadership involvement, and clarity of goals and vision.

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Jayanth Kn
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635 views15 pages

Project Submission Leadership

The document discusses a case study about a failed team project at a fine arts company. The team, led by Eric, was tasked with developing a strategic realignment plan but was unsuccessful. Key reasons for failure included lack of proper team formation by Eric, insufficient time allotted, and interpersonal issues between strong-willed team members like Randy who did not work well together. Recommendations focus on improving team dynamics, accountability, leadership involvement, and clarity of goals and vision.

Uploaded by

Jayanth Kn
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name:
J ROHIT J

Question I 1. Summary.
 Mr.Jack and Mr. Eric was not successful in finding and
organizing the right team.
 Each member of the team had their individual way of solving
the problem rather than team work.
 Mr. Randy’s demeaning behavior and view towards his team
mate.
 Mr.Randy always believed in individual work rather than
team work.
Question I 2. List and elaborate on the reasons….
a. The FireArt Team led by Eric (80 words)

Mr.Eric (Director of Strategy) was tasked with assembling a team of top


executives to develop a plan for realigning the company's strategy within
six months. The time range provided is insufficient, and the members have
never worked together before, so they may be uncomfortable. This
resulted in miscommunication and a failure to focus on the genuine issue,
as well as a failure to ask the basic question, "What is the true problem
with the fine arts company that is causing a decline in business?"
Question I 2. List and elaborate on the reasons…...

b. Randy Louderback (80 words)

Mr. Randy Louderback was the charismatic sales and marketing


director.

Despite his vibrant nature, he either dominated the group's debate or


withdrew completely (Not interested in the talks). He also had a habit
of dismissing people's criticisms with a cold demeanour. Randy, too,
was filled with negativity. He was also an individualist rather than a
team player.
Question I 2. List and elaborate on the reasons….

c. Eric Holt (80 words)

Mr.Eric was assigned the task of forming a team fairly soon after
starting his new job, which did not provide him time to get to know
everyone before forming the team. In fact, Mr. Eric failed to form a
team that worked well together. Eric was terrific at planning and
strategy, but he was terrible at selecting team members.

Eric also failed to keep the discussions between the team members on
the right track in every meeting.
Question II 1. Steps that Eric should adopt..…..timelines.
a. Short-term (1-3 months) (80 words)

Mr. Eric should have a thorough talk with Mr.Jack, and Eric should
persuade Mr.Jack to participate in this activity, or else the team in
making may break apart. Jack’s can provide a lot more support in team
activity and counter Mr. Randy.

Mr Eric should spend some time understanding the real issue and
analysing the strategy he intends to use. He should also take the time to
learn about the people in the firm.
Question II 1. Steps that Eric should adopt

b. Medium-term (beyond 3 months) (80 words)

Mr.Eric should assist all team members in actively participating in


determining the root cause of dropping sales and should be able to
persuade all team members to share a shared vision of making the firm
successful.
Question II 2. Pick any three recommendations….
a. Recommendation 1 (80 words)

Eric must identify the tasks or activities that necessitate the collaboration
of numerous persons to solve the problem. The values of these activities
must represent the overall performance of the group. This should also
help Randy recognise the value and importance of teamwork and talents.
Eric should understand that not every group is cooperative and multi-
skilled, thus he should assess and act on the teams' abilities. This helps
team members develop trust and respect for working together by putting
their attitudes and ego’s aside.
Question II 2. Pick any three recommendations….

b. Recommendation 2 (80 words)

To ensure the success of any firm, each and every employee must be
held accountable and feel ownership of their role in order to accomplish
their duties properly.

Eric should assist the team members in determining how to hold each
other accountable for achieving their goal. They should likewise be held
jointly accountable. The entire team must believe in its ability to
succeed.
Question II 2. Pick any three recommendations….

c. Recommendation 3 (80 words)

It should be known that not everyone can be a member of a team. As a


result, there should be a disciplined working style that guarantees the
majority of work is done in teams rather than individually. A
presentation must be the result of group effort. And rigorous laws must
be enforced, and if they are not obeyed, strict action will be taken.
1. Analyse Jack Derry…...Module 3
Question III
a. Sensing (80 words)

Mr. Jack assigned Mr. Eric the duty of planning and organizing a team
for the company's strategic realignment and having it implemented
within six months. The time frame is completely inadequate, and the
team members had never worked together before. They were also
perplexed by all of these abrupt implementations and lacked a clear
path to follow.
1. Analyse Jack Derry…...Module 3
Question III
b. Relating (80 words)

Senior management's responsibility is to describe the problem and


provide explicit direction in solving it. In this scenario, the leader is not
involved in identifying the problem or in finding a solution, despite the
fact that he is familiar with the behavior of each member of his firm.
When things get out of hand, he hires an outsider to clean up the mess.
As a result, there is a lack of leadership in management.
1. Analyse Jack Derry…...Module 3
Question III
c. Visioning (80 words)

Mr. Jack's visioning was vague and unclear about the outcomes he
anticipates. Mr.Jack is not participating in the team activity that is
being organized on his directions. He expects a turnaround in the next
six months, but he is unsure of what modifications must be made to
arrest the sales decline. This demonstrates the leaders' indifference and
lack of interest in resolving the matter.
1. Analyse Jack Derry…...Module 3
Question III
d. Executing (80 words)

The individual who envisions the change must take on the


responsibility of putting it through. However, Mr.Jack hired
Mr.Eric to plan and execute his vision in a short amount of time,
which resulted in execution failure. Furthermore, the time frame is
extremely constrained.
2. Recommend any changes….
Question III
Recommendations (80 words)

Mr.Eric should pay a visit to the team to show his support and to raise
morale. He should also request occasional updates to keep himself up
to date on the progress. This will assist the team appreciate the
significance of their presence and enhance their effectiveness.

Mr.Eric should consider conducting a workshop on team building,


which could aid in instilling respect among team members.

They should also be educated on the benefits of working in a team and


how collective effort contributes to a better working environment.

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