Chris Peterson At DSS Consulting 1
Chris Peterson at DSS Consulting
Presentation of the Facts Surrounding the Case
The case examines a dispute between Meg Cooke, DSS’s COO and Chris Peterson, newly appointed Southwest Region’s team leader. Cooke appointed Peterson a leadership role for one of the newly structured cross-functional teams designated to create a new integrated budget and planning system. The cross functional teams were tasked with building relationships with existing school districts in their regions and provide them a full range of DSS services and to develop new consulting offerings in response to the district’s needs. (Case 2010) Theses goals were created to facilitate a transition to servicing larger districts rather than the smaller districts, which DSS based it past structure around. Peterson was responsible for creating a successful and efficient team within DSS’s reorganization. The team was responsible for designing and creating an integrated budget and planning system with in a time frame of six months. Cooke was updated of the status and objectives of the project periodically. The meeting were short and not effective for either party. After the six month deadline was reached Peterson met with Cooke to provide an update on the status of the project her group had been working on. Cooke decided that Peterson’s project would be discontinued, her team would be reorganized and would not be involved in futures product development. Peterson was convinced that her team and project were excellent. Further examination of the case reveals that there may be significant problems related to the company’s transition and Cooke role as COO. Cooke has several deficiencies in the area of leadership, management style, communication, and teamwork and change management. Regarding Peterson, her exemplary team management and teamwork resulted in group-think, causing her team to lose the ability to make unbiased decisions and effectively evaluate possible risks and alternatives.
Identification
Presentation of the Facts Surrounding the Case
The case examines a dispute between Meg Cooke, DSS’s COO and Chris Peterson, newly appointed Southwest Region’s team leader. Cooke appointed Peterson a leadership role for one of the newly structured cross-functional teams designated to create a new integrated budget and planning system. The cross functional teams were tasked with building relationships with existing school districts in their regions and provide them a full range of DSS services and to develop new consulting offerings in response to the district’s needs. (Case 2010) Theses goals were created to facilitate a transition to servicing larger districts rather than the smaller districts, which DSS based it past structure around. Peterson was responsible for creating a successful and efficient team within DSS’s reorganization. The team was responsible for designing and creating an integrated budget and planning system with in a time frame of six months. Cooke was updated of the status and objectives of the project periodically. The meeting were short and not effective for either party. After the six month deadline was reached Peterson met with Cooke to provide an update on the status of the project her group had been working on. Cooke decided that Peterson’s project would be discontinued, her team would be reorganized and would not be involved in futures product development. Peterson was convinced that her team and project were excellent. Further examination of the case reveals that there may be significant problems related to the company’s transition and Cooke role as COO. Cooke has several deficiencies in the area of leadership, management style, communication, and teamwork and change management. Regarding Peterson, her exemplary team management and teamwork resulted in group-think, causing her team to lose the ability to make unbiased decisions and effectively evaluate possible risks and alternatives.
Identification
References: MindTools, n.d. Blake Mouton Managerial Grid. Retrieved July 20, 2014 from http://www.mindtools.com/pages/article/newLDR_73.htm [Accessed 16 June 2012 MindTools, n.d. Introduction to Communication Skills. Retrieved July 20, 2014 from http://mindtools.com/CommSkll/CommunicationIntro.htm [Accessed 18 June 2012] Organizational Behavior and HRM. Unpublished ed. Emirates Aviation College.Thirlwall, A., 2012. Ineffective leadership in Business, Retrieved from July 22, 2014 btrostle.wordpress.com/2009/11/16/adjusting-your-management-style/