Helen DeMarco and her team had poor and unhealthy behaviors and attitudes within the team. After Paul Osborne had arrived as the new chief executive of Amtran, He had set out a mandate was to ‘revitalize, cut costs, and improve efficiency. Helen DeMarco knew Paul Osborne not being a technical expert, had his new plans contained fatal technical flaws. She did not let her boss know, so that it can be relayed to Mr. Osborne. This showed an absence of trust within the team.…
In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally. The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and culture problems within the company, and several others. With the business in such a dire state, we began our work.…
With any business, it is important that employees have the ability to fulfill multiple roles so that the business can increase productivity, efficiency, and popularity. However, in order to accomplish these duties and set goals, managers and leaders must be present to steer employees in the right direction. A business is only as good as it is led and managed. This is particularly true in family owned business where generations take on the role of leaders and managers through the years. In the case of small-town, family-owned businesses, such as AT&D, the same business plans and strategies are usually passed along generations and used simply because they have worked in the past. While these “family secret” business plans can often help a business in the beginning years, they can begin to fail as time passes. Environment and technology changes as well as changes in the economy often mean that businesses mush analyze and improve their business plans. The ability to start a business with success is a major accomplishment, however, the ability to continue to maintain and improve for decades is an outstanding accomplishment that many business should attempt to achieve. As a family owned business that has earned the respect and patronage of the Farmington Hills community, Kelly Mueller and her father, Vine Brofft must begin to examine and analyze the current business location and leadership plan. To ensure that AT&D continues to increase sales and succeed into the far future, both father and daughter must make changes in the company. While some external changes will need to be made, internal changes that will potentially improve the current leadership style and relationships in the business will also need to be made.…
In this week’s reading Chapter 11 Teamwork, I learned how teamwork and the contribution of teams to a company can contribute to the success of an organization. In this paper it will discuss how the Sandwich Blitz can use teamwork to allow Dalman and Lei more time to devote to making their business more successful and take it to the next level. This paper will also discuss how a team can address small problems with the existing operation with good results. These results will allow the owners to spend more time on helping their business grow.…
This case explores the problems managers face when assembling a team. David Fletcher, is an overworked portfolio manager of the Emerging Growth Fund at Jenkins, Fletcher Partners (JFP), an investment management firm in New York. As an individual, his superior performance throughout his career has earned him an outstanding reputation. Starting out as a clerk, he rose through the ranks of Wall Street to eventually manage the two most aggressive mutual funds at a major investment firm. Success at this firm only added to his reputation and lead to his current role at JFP, a smaller firm with an informal culture. At JFP, Fletcher is challenged with the new responsibility of managing a team, in addition to managing his portfolio.…
“Together Everyone Achieves More… That’s what TEAM means, so let’s work it out together!” These were my words to my first successful venture into the network marketing and direct sales arena and although I did not have a clue about how I or my team would become a success in this business, we sat down in my overpriced apartment and decided that failure was no longer an option.…
This analysis is based on the case Inner City Paint. Stanley Walsh founded Inner-City Paint Corporation in a small warehouse on the south side of Chicago. Sales have grown from approximately $60,000 to $1,784,080 with a profit of $17,610. Inner-City Paint Corporation employs 35 workers, of whom 25 are part-time employees. Mr. Walsh is the President and the company’s only salesperson. His mother, Mrs. Walsh, is the office manager. His salary is $132,000. Her salary is $66,000. Inner-City Paint Corporation manufactures wall paint which is sold in 55-gallon and 5-gallon plastic cans. Their primary product is a flat wall paint sold in a 5-gallon plastic can which is sold primarily to small and medium-size decorating stores in the Chicago area. Inner-City Paint has problems associated with growth such as; financial planning and control, professional management, and strategic management. Some of their customers have a serious lack of confidence in the company. These customers view Walsh as a disorganized man who may not be able to keep Inner-City Paint in business much longer. This perception is spreading amongst his customer. He is considering hiring a consultant for a day and purchasing a computer. He also intends to approach a bank for a loan. Mr.Walsh’s goal is to maintain market share. His strategy is day-to-day and not focused on the long term.…
In Henry Tam and the MGI team, a group of extremely diverse and talented individuals came together to create a business plan for a unique and creative product to compete in the annual HBS business plan contest. This group consisted of two famous Russian composers, a seasoned businessman, and a group of students from various majors including the HBS MBA student Henry Tam. Unfortunately, this mixture of extreme diversity and viewpoints among team members created a fractious team environment that is further fueled by the group’s lack of team processes, leadership, and definitive role assignment. As time runs out for this competition, personal conflicts and group indecisions are pushing the project towards eminent failure. From the start, Henry Tam could have minimized the effect of this issue had he pushed his team for more structured team processes, clear defined leadership, individualized task assignments, and appropriate role assignment according to each member’s skill set. Nevertheless, Henry still can salvage this business plan by start becoming the facilitator to organize this team and setup more effective processes to better utilize the team’s diverse skill sets and converge on the ultimate goal.…
Kerrie is the general manager of one of the largest business division of the company that deals with all the financial services with the company. Kerrie has the record of an accomplishment of growing the business exponentially. Kerrie now has a challenge of leading the cost reduction initiative. The first part in Kerrie’s case is she will have to decide to use the method of team-player approach so that she can be able to develop a selection of strategies to hit the twenty percent of cost reduction goal. This percentage was set for the business unit. Kerrie has assembled an effective team. This team is well aware of the challenge that the team will experience. Kerrie is also aware that strategies selected will directly affect the…
The following analysis is based on the attitude and behaviour of Alex Sander - newest and youngest product manager at LANDON. He had been very successful in the two product releases he has been in charge of. He is an extremely talented, hard working and dedicated individual and has been very effective. He is capable of delivering results but when it comes to team management he doesn’t seem to fit into the role. He seems to be lacking the ability to lead and direct his team to complete the work assigned to them His behaviour creates problems for the entire set of people who work around him.…
Although there appeared to be a common goal shared by the members of team – preparing a business plan for MGI – the group could come to no agreement about the direction the company should take and thus no agreement about the content of the business plan. The decision facing the group was a non-programmed decision and thus more appropriate to be decided by a group rather than an individual. However, the group’s process in coming to a decision about the direction of the plan was unproductive. The MGI Team’s process consisted of endless discussions and arguments about the relative merits of various directions the company might take. The root cause of the lack of progress was the fact that no clear leader emerged from the group. Igor, the most charismatic member of the founders and perhaps the most logical choice for leader, made it clear that he lacked business and organizational skills and effectively…
The team synopsis includes a case study and three companies selected to provide issues of what each company is facing regarding leadership problems. The first synopsis is a case study based on orthopedic surgery and family practice. The three companies chosen were Olin Pool Products, Ford Motor Company and Northwest Airline. The scenario will identify change models for both short-term, small-scale, as well as long-term, large-scale changes.…
At first, business was difficult, and they were glad of the corporate clients that they had taken with them from their old firm. Competition was keen, and their old firm seemed subtly to be doing everything it could to block their progress. However, they worked hard, and their reputation steadily grew along with the size of their staff and their earnings. By the end of their second year, the four partners were each earning almost double their previous salaries and building a significant capital investment as well. They felt that they were well on the way to achieving the kind of top-notch com-pany on which they had set their sights.…
In this case study Roger Cahill has been acting as the head of mobile division for less than a year. Currently he is struggling as he faces great difficulties adapting BoldFlash to a changing marketplace. The problem really started a year ago when Mr. Jim Harrison appointed the young Roger Cahill to a VP position. Although Roger has led a research project in his previous work, he is only 24 years old and inexperienced to manage a company at VP level. Positions at those levels require years of strategic leadership and management skills. Nevertheless in the last 12 months, the company focused primarily on the redundant production of customized chips without further research or product development in new and upcoming areas like the storage device. This negligence from both product development and marketing is a huge loss to the company as they missed out on the opportunity to launch new product line; therefore missed the opportunity to penetrate the potential market. Now the company has old products not priced competitively and struggling to penetrate the marketshare. Also the four groups within the division, product development, marketing, sales and manufacturing are constantly in conflict and don’t have the reinforcement from the leadership to work as a team. Although Cahill has observed the dysfunctions, he has not implemented any processes or trainings to work as a cross functional team. The company’s profit margins are low and Cahill has to take initiatives to suggest number of changes. With the staff that has low morale and lacking motivation, Cahill has to develop action plan for improvement. He has to define roles and propose organization change design to deliver an outcome necessary to be successful and generate higher profits.…
Three Executives of a well-known multi-national company decided to form a new company, named New Star Company Limited in 1974. These three executives were becoming close to their retirement age. Pifco-Zen Chen Company Limited, the company that they worked for had been in business for the last 80 years. It was their previous employers policy to retire the executives with a golden hand-shake worth approximately US120,000 each. The three executives occupied the following position with Pifco-Zen Chen Company Limited, (1) Finance Manager Mr. Zu Chang, (2) Sales Marketing Manager, Mr. Lim Lam, and (3) Risk Management Manager, Mr. Shu Ching. In their previous position with Pifco-Zen Chen Company Limited, they were regarded as the most respected executives because the company made significant progress in terms of organic growth and diversification. The Chairman of the Board of Directors, Dr. Wing Wan used to call them the three wise men. Pifco-Zen Chen Company Limited main business activities were the manufacturing of twisties and acted as wholesale distributor of a special drink called Wysalt. The drink is full of calcium and protein and it is very popular in the South East Asia. Each years Annual General Meeting of Pifco-Zen Chen Company Limiteds gross income and net profit before taxation increased by 10, while its main competitors performance was declining at an alarming rate. Chairman Wan always wanted to find out what is the main reason driving its companys operational success. In a nutshell, Chairman Wan always believed that the financial result was too good to be true because whenever he has a chance to play golf with one of the Chairman of his competitor company, he was told that life as the head of a corporate is becoming unbearable due to competition and increased in the cost of living. Still, Mr. Wan kept quiet while congratulating his three wise men for a fantastic job each year. Even the external Auditors could not believe the significant progress, which…