Executive Summary David Fletcher‚ a heavily overworked portfolio manager of the Emerging Growth Fund at a New York investment management firm‚ plans to ramp-up a team of research-analysts. He wishes to delegate a part of his workload to this team. The case explores the problems that David faces at various stages of introducing new members in his team. It also touches upon the challenges faced by a typically task oriented person while engaging in a team building exercise. Is David Fletcher successful
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The case study is about how David Fletcher is trying to build a team of research analyst to help him in his work as portfolio manager‚ running emerging growth fund at Jenkins Fletcher Partners‚ JFP. A Harvard Business School Graduate‚ he moved from being from being an analyst adviser‚ investor ( in different firms) to portfolio manager at a big investment firm where he managed two aggressive Funds so well that he got the reputation of being the top Portfolio Manager of the industry. He had a young
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Jenkins‚ Fletcher Partners (JFP) has the potential to thrive and succeed in the financial service industry with stimulated‚ productive‚ and satisfied employees. However‚ there are small and large issues to be addressed in order to carry that in action. In this specific case analysis‚ we analyze the issues hindering JFP from further development‚ and suggest respective and appropriate suggestions to resolve those problems. First‚ a thorough evaluation of JFP shed light on a number of issues: The inconsistency
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What should he do this time around? While David has tried to focus on team compatibility and technical expertise‚ he needs to make certain changes to the way he is approaching his team. Firstly‚ David should address the lack of oneness in his team that was so apparent during the crisis between Whitney and Brian. The team was not focussed on one common goal but on individual goals. As a leader he needs to bring about a common commitment to the whole team. Secondly‚ he has not been setting any specific
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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
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Case Study: David Fletcher 1. What are David’s greatest strengths as a team leader? Greatest developmental needs? How did these strengths and weaknesses affect David’s ability to build a successful team the first time around? Points for Class Discussion: Greatest Strengths: * David is focused on the objective of the team and he is well aware of the function of the team once assembled. * David is also good in building mutual connection with his team members as exemplified by his
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an effective research team not work out as intended? Fletcher’s primary mistake was not communicating a clear vision for what he expected of his team and what contributions they needed from him in order to flourish. In her article‚ “Managing a Team Vs. Managing the Individuals on a Team”‚ Loren Gary points out the importance of sending the appropriate signals during the initial stages of a team’s creation so that everyone is on the same page (pg. 3). At the time‚ Fletcher had an opportunity to
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to build a team fail? When the environment for portfolio management changed and as Fletcher began being overwhelmed with research‚ he sought to create a team of analysts that could assist him with his work. Fletcher failed to build this team on his first attempt as a result of several causes. There were multiple mistakes that Fletcher made that can be seen in his interactions with people. The first was his assistant Whitley which he had a close relationship with. Before Fletcher hired Doyle
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Types of Teams: Four types of teams can be identified in organizations today: (1) workteams‚ (2) parallel teams‚ (3) project teams‚ and (4) management teams. Work Teams : Work teams are continuing work units responsible for producing goods or providing services. Their membership is typically stable‚ usually full-time‚ and well-defined (Cohen‚ 1991). Work teams are found both in manufacturing and service settings; example include mining crews‚ apparel manufacturing teams and audit teams. Traditionally
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Type of team As we you see from above ‚we have described the population of team. However‚ all of teams are not in a constant type around our life. There are four common types :problem solving teams ‚self-managed teams‚ cross function teams and virtual teams. Problem solving teams According to the letter‚ we can find‚ in order to resolve issues a organization will build this kind of team. There are difference number of members based on the size of the organization. In the problem solving team
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