Case Study Case Study: Managing a Global Team: Greg James at Sun Microsystems‚ Inc. As illustrated in the article‚ “Managing a Global Team: Greg James at Sun Microsystems‚ Inc. (A)”‚ managing a global team is an intricate task that requires special and specific skills (Neely & Delong‚ 2009). Greg James‚ the Global Manager‚ at Sun Microsystems is faced with many layers of problems that have manifested with a crisis with HS Holdings. Greg uncovered more serious problems as he traveled across the
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Managing a Global Team: Greg James at Sun Microsystems Inc. Case 3 Danielle Burrell Professor Richards BUAD 647.185 May 5‚ 2015 1. How well has James managed his global team? Before James’s trip‚ he had not been in touch with his team or their progress. However‚ upon his return‚ he instituted several team meetings‚ one on one meetings and skip level session to bring him closer to his team and to develop team closeness and trust. 2. Who is responsible for the HS Holding crisis? I
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LEAD – Managing a Global Team: Sun Microsystems – 9/16/2010 Situation * HS Holdings (HSH)‚ enterprise customer with online banking‚ had servers go down * Sun’s CS team didn’t respond‚ servers stayed down for 2 hours‚ cost HS Holdings thousands * HSH has $300k/yr premium contract for 24/7 service: potentially violated by outage‚ threatening suit * Flow of crisis * Praveen D. got call from HSH‚ pages on-call after-hours US manager 3x‚ MISTAKE: used weekday number not weekend
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jame Table of Content Introduction 3 Question 1: How well had James managed his global teams? 3 Question 2: Compare and contrast how the various teams see as the cause of the crisis? In your view‚ who is responsible for the HS Holding Crisis? 4 Question 3: What role did open work environment and diversity play in the case? How? 7 Question 4: What should James do in the short and long term? 9 Conclusion 11 Reference List 12 Team Distribution of Tasks: 12
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Managing A Global Team Team 6 In the “Managing a Global Team” case study‚ Greg James is the global manager at Sun Microsystems‚ Inc. who provides companies with complete information technology solutions. He leads a customer implementation team composed of 45 members from India‚ France‚ UAE‚ and the U.S. Greg James assembled this team to solve problems and interact with customers on a global scale‚ with all of the expected benefits of a cultural diverse team. However‚ this hastily assembled
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J. DELONG Managing a Global Team: Greg James at Sun Microsystems‚ Inc. (A) Greg James‚ a global manager at Sun Microsystems‚ Inc. (Sun)‚ slumped on the edge of his bed in the company’s corporate flat in Paris. He struggled to even move after only three hours of sleep. James had embarked on this unexpected trip from Sun’s Santa Clara‚ California‚ headquarters six days earlier. With only a few hours’ notice‚ he had set out to meet with his entire 45-member customer implementation team spread across
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MGS32015E Global Human Resource Management Spring 2012 MANAGING A GLOBAL TEAM: GREG JAMES AT SUN MICROSYSTEMS‚ INC. Overview of SUN Microsystems Inc. Sun Microsystems I nc. (SUN) provided companies with complete information technology (IT) solutions that included hardware‚ software‚ storage and services. One of Sun ’ s competitive strategies had been to form global teams in order to provide excellent and prompt support to its client at any hour of the day. Greg James is the global manager
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Prepared By Team 1: Morgan Allen Chad Balaj Kendra Bloom Ryan Bodenhorn September 21‚ 2005 Table of Contents Executive Summary 3 Introduction 4 Porter’s Force of Competition 4 S.W.O.T. Analysis 4 Recommendations 5 Implementation of Windows NT 5 Cooperation with Fujitsu 6 Long-Term Packages 6 Linked Prosperity 7 Internal Strategy 8 Mission Statement 10 Marketing Strategy 10 Conclusion 12 Appendices 13 Appendix A – Porter’s Five Forces 13 Appendix B –
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this Case The following issues were faced by Greg James‚ a global manager at Sun Microsystems‚ as he managed his global team spread across US‚ France‚ UAE and India: 1. Lack of Common Goals and Objectives * No macro-view * Working in Silos * No video-conferencing 2. Lack of Accountability‚ Ownership and Leadership No “on-team” and no bonding among team members 3. Lack of Motivation – Intrinsic and Extrinsic Different team member group has different intrinsic and extrinsic
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MERGERS AND ACQUISITIONS Master of Science in Finance. TEACHER: ANTÓNIO BORGES ASSUNÇÃO CASE 2 Sun Microsystems 6TH MARCH 2014 CASE REVIEW As Shelton (1988) said strategic fit exists when two companies are able to create value that would be created if they were trying to reach the same goals separately. The IT industry is extremely competitive and companies are always searching for new ideas and new ways to evolve to be constantly one step ahead of its competitors
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