The Team That Wasn't
A Case Analysis: The Team That Wasn’t
Abstract:
This case analysis presents an objective assessment of FireArt’s team concept. It offers a critique of the company’s failed attempt to establish a team of department heads assembled with the objective of realigning FireArt’s organizational structure in order to address its decreasing revenue share in the novelty market. This is not an assessment of the company’s business practices, but it does present an intuitive review of some of FireArt’s current managerial deficiencies that may be hindering their ability to accomplish their stated goals. This review identifies the overall problem, provides an assessment of the issues related to the stated problem, and offers recommendations for addressing those issues. The idea is to mitigate the negative affects caused by the current business environment in the short run, and work to prevent their reoccurrence in the long run. This analsis was produced after a thorough review of the information provided in “The Team That Wasn’t”, review of information received during the EMBA Retreat at Mercer University, and the compilation of topic specific research articles retrieved from a variety of academic databases.
The Team That Wasn’t - Case Analysis
Problem Statement:
FireArt, Inc. is not prepared to use the “team” concept in its managerial structure; as a result, middle management cannot make the adjustments necessary to meet their assigned objectives.
Assumptions:
• The relationship between Randy and CEO is unbreakable. • The CEO’s desire/direction for the company is to correct issues – not dissolve the company or remove individuals from their current positions. • The CEO is not unwilling to assume a more active/assertive role in the decision-making process. • The CEO and middle management are aware or will be made aware of the severity of FireArt’s financial situation. • Randy will continue to be a distraction if left unchecked/unchallenged
Abstract:
This case analysis presents an objective assessment of FireArt’s team concept. It offers a critique of the company’s failed attempt to establish a team of department heads assembled with the objective of realigning FireArt’s organizational structure in order to address its decreasing revenue share in the novelty market. This is not an assessment of the company’s business practices, but it does present an intuitive review of some of FireArt’s current managerial deficiencies that may be hindering their ability to accomplish their stated goals. This review identifies the overall problem, provides an assessment of the issues related to the stated problem, and offers recommendations for addressing those issues. The idea is to mitigate the negative affects caused by the current business environment in the short run, and work to prevent their reoccurrence in the long run. This analsis was produced after a thorough review of the information provided in “The Team That Wasn’t”, review of information received during the EMBA Retreat at Mercer University, and the compilation of topic specific research articles retrieved from a variety of academic databases.
The Team That Wasn’t - Case Analysis
Problem Statement:
FireArt, Inc. is not prepared to use the “team” concept in its managerial structure; as a result, middle management cannot make the adjustments necessary to meet their assigned objectives.
Assumptions:
• The relationship between Randy and CEO is unbreakable. • The CEO’s desire/direction for the company is to correct issues – not dissolve the company or remove individuals from their current positions. • The CEO is not unwilling to assume a more active/assertive role in the decision-making process. • The CEO and middle management are aware or will be made aware of the severity of FireArt’s financial situation. • Randy will continue to be a distraction if left unchecked/unchallenged
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