COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name: Rahul Pandey

Question I 1. A brief summary of the problems faced by Fine Art (100- 150
words)

a. There is no growth in last 18 month in fine art and nor the profit.

b. Employee’s (Randy) once in a while withheld statistics crucial to

group’s debate.

c. Jack thinks randy is the best but actual scenario is totally different.
d. Worker’s (Randy) thinking he is the chief and rest are all followers.
e. Employee’s (Maureen) complains on lack of recognition had been
unaddressed
f. Bias nature of senior (Jack) confirming that randy had the best
thoughts and if he can’t help, no one else can.
g. Lack of expectations putting with seniors before kick-starting a new
strategy

Question II 2. List and elaborate on two ways which Eric Holt and CEO Jack
Derry can take in order to intrinsically and extrinsically
motivate the team.  (200 – 250 words)
a. Intrinsic motivators and its elaboration
b. Extrinsic motivators and its elaboration
   A)Intrinsic motivators
Intrinsic motivation leads to employees doing a given task because it
will reward them. In this case, employees already know that there will
be direct rewards after completing such a task. These kinds of
motivation factors are made to bring about achieving long-term
objectives. The CEO can use the following Intrinsic factors to motivate
the team. 
1.Autonomy
Autonomy is an intrinsic factor that will take multiple forms. It must
improve on engagement in the workplace. It is one of the satisfying
aspects of an individual's performance. The CEO can create autonomy
through various ways, communicate a clear vision to the team, give
them tools to work, take a step back, wait for employees to work, and
support the professional judgment. 
2.Mastery 
It is an intrinsic motivator that involves getting better at something that
matters. It means doing the best of things you like and doing them
perfectly. The CEO can bring about mystery motivation by giving team
members a 10 % of their time to do the project. In addition, they can
take steps and give up some control managerial controls to ensure team
autonomy is guaranteed. Their Fine art team might be interested in
continued development instead of their salary. 
3.Purpose
A team will be motivated by having a clear purpose for the big picture.
Ensuring the team knows what they are working towards is very
important since they will work hard, be more productive, and remain
engaged. Therefore s robust set of purposes that will allow employees
to align their personal goals to those of the organization is essential.
   B) Extrinsic motivators
Extrinsic motivators involve an employee completing a task because of
outside forces such as receiving a reward or fear of punishment. This
type of motivation is more beneficial because it can motivate
employees to complete unpleasant tasks. Examples of extrinsic
motivators include. 
1.Competition to get a trophy.
The CEO of FireArt can promise the team trophies to perform the best.
This reward will ensure employees work hard and faster to get a
bonus. 
2.Competition for money.
To motivate employees, the CEO can promise the team some money to
ensure they commit themselves to the project. I.e., the best performing
employee can be given a certain amount, the second and third best
performing. 
3.Frequent flyer rewards 
In this case, the CEO can promise employees to take them out for a
tour and visit several places of choice upon completing the specific
 task. In this case. Employees will be highly motivated and take the
project and do the expected. 

Question III 3. Evaluate the 'conflict' and 'commitment' dysfunction of the

FineArt team quoting two strong instances from the case study
(150-200 words)
a. 2 instances of conflict dysfunction and its evaluation

Two instances of commitment

PROBLEM: Teams ack trust are incapable of engaging in unfiltered,

passionate debate about key issues, causing situations where team

conflict can easily turn into veiled discussions and back channel

comments. In a work setting where team members do not openly air

their opinions, there is a lot of posturing and precious time is wasted,

resulting in inferior decisions.

SOLUTION: Establish that conflict is welcome and purposeful. Define

what healthy conflict looks like by praising healthy examples or giving

corrective feedback if conflict veers towards unhealthy. You can also

“mine for conflict” by opening a meeting with a bad idea to see if

everyone will agree to avoid conflict, and use this as a litmus test to

open up healthy discussion. Lastly, you can designate a devil’s advocate

in a meeting, or use pro and con lists for ideas to get people to open up
to sharing a differing perspective.

Dysfunction Lack of Commitment

PROBLEM: Without conflict, it is difficult for team members to

commit to decisions, creating an environment where ambiguity prevails.

Lack of direction and commitment can make employees, particularly

star employees, disgruntled.

SOLUTION: Clarity and closure are paramount to overcome this

dysfunction and move to the next level. Setting clear deadlines,

reviewing key decisions at the end of meetings as well as what should

and should not be communicated to other staff and contingency

planning can help teams overcome there fears by creating clear plans

and facing potential pitfalls and the fear of failure head on so everyone

can commitment.
Question IV 4.
a. Analyze Jack Derry as an inspirational leader of his
organization under sensing, relating, visioning and
executing (100-150 words)
b. Recommend any changes or alternative steps that Jack
Derry could have taken to be a more effective leader
(100-150 words)

1.Sensing - Jack Derry is very good at sensing the condition of its

company and sensing the situation1. Sensing - Jack Derry is very good
at sensing the condition of its company and sensing the situation he
insisted on making a team of directors of strategy where he is making a
member from each department. Thus sensing the situation, he focuses
on team building and plans to see the results in the coming six months

2.Relating - Jack Derry is precise in relating the situation to the decline

in the strategies decisions and he relates the condition and focuses on
the targets on the company's strategic realignment and by doing this he
focuses on his company to come as running and winning in the next six
months. He is very dedicated to relating this condition and moves
towards a conclusion.

3. Visioning - He has a good vision of the outcomes of the change in

the company's strategic realignment as he forecast that the company
would be running and back to normal in the next 6 months. He has a
good vision of how to proceed with the strategic realignment of the
company and how we should proceed with that.

4. Executing - In my opinion, Jac Derry is good at executing as

he plans to select one person from each division for the
strategic realignment of a company. He through his decisions
forecast that the strategic realignment of the company will bring
out results and the company will be back to normal within the
next six months