COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name: Mukund Khaw

Question I 1. A brief summary of the problems faced by FineArt (100- 150

words)

Answer I Following are the problems that are detected in the team of Fire Art.

Lack of Motivation

The motivational level of the team members is very low. This has
caused due to several issues faced by the team.

Lack of Mutual understanding

There is no mutual understanding among the members of the team.

This is because Eric has not used the team building model
effectively, which implies a process of building an effective team in
four stages.

Superiority complexes

The team members selected by Eric are of various levels of hierarchy

such as Randy pertains from the top level of hierarchy, whereas, Ray
pertains to lower middle level of hierarchy. Thus, this creates
superiority complexes in lower-level employees, which further
effects negatively on the overall performance of the team work.

Excessive Criticism on other’s opinion

Randy often criticizes on others’ opinions; this decreases the

motivational level of the member providing opinion. Thus, this

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 decreases the willingness of participation among the team members,
which further reduces the efficiency of the performance of the team.

Lack of conflict resolution techniques

Eric is unable to use conflict resolution techniques efficiently and

effectively in order to resolve the rising conflicts among the team
members.

Lack of rewards

There is no rewarding structure in the team, neither monetary nor

non-monetary, this has decreased the overall motivational level of
team members.

Lack of team learning

The team members in the team are unable to gain advantage as well
as they are also unable to learn from each other. Since the most senior
member in the team, Randy, is only busy in leg pulling of other team
members and does not share his skills and expertise with other team
members, therefore, the other team members are unable to get
advantage and learn from his skills and expertise.

Difficulty in making decisions

Eric is unable to formulate effective decisions as well as other

members of the team also find it difficult in making effective
decisions. Lack in collaboration and coordination among the team
members becomes a hurdle in making strategic decisions efficiently
and effectively.

Thus, this decreases the overall motivational level among the team
members as well as this also creates frustration among the team
members. As a result, this also decreases the overall efficiency of the
team effort.

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 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

Answer II Intrinsic Motivators and its elaboration

Challenge

Being challenged helps us work at a continuously optimal level work

toward meaningful goals. Eric and Jack can set up challenging tasks
which will force the team members to prove their talent and expertise
at work. This will not just internally drive the team to be better but also
result in the advancement of the firm.

Control

This comes from our basic desire to control what happens and make
decisions that affect the outcome. People like Randy in the team can be
accounted for responsible work. What they desire in return the feeling
of having control, having importance in the team and the authority to
take decisions for the team.

Recognition

We have an innate need to be appreciated and satisfaction when our

efforts are recognized and appreciated by others. Everyone has this
feeling that he/she must be valued for his/her work. In accordance
proper recognition to the work being done by an individual proves as
an intrinsic motivator for them.

Extrinsic Motivators and its elaboration

Career Advancement

When professionals face the possibility of advancement in their

careers—whether that advancement is internal to an organization
through the form of a promotion or external through securing a
different role—they may experience extrinsic motivation. Professionals
may dedicate more time to their work or assume additional tasks to

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 demonstrate their capability to their current employers. In addition,
professionals may feel motivated to perform certain entry-level roles as
a way of gaining experience on their path to career advancement.

Compensation and Rewards

The promise of tangible rewards, such as bonuses, extra vacation time,

gift cards, prepaid meals or a new office can serve as extrinsic
motivators in the workplace. When professionals have a tangible
reward to look forward to as an outcome of their work, they may feel
inspired to exhibit more desirable behaviors and perform tasks that may
otherwise seem unappealing. For instance, if an employer offers extra
vacation time to those who work late to meet an important deadline,
some employees may comply to receive such a reward.

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 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
b. 2 instances of commitment dysfunction and its
evaluation

Answer III Conflict Dysfunction Instance 1

Randy always seemed to find a way to disrupt the process. Time and
time again, he shot down other people’s ideas, or he simply didn’t pay
attention. He also answered most questions put to him with maddening
vagueness. “I’ll have my assistant look into it when he gets a moment,”
he replied when one team member asked him to list FireArt’s five
largest customers. “Some days you eat the bear, and other days the
bear eats you,” he joked another time, when asked why sales to
fraternities had recently nose-dived.

Randy’s negativism, however, was countered by occasional comments

so insightful that they stopped the conversation cold or turned it
around entirely—comments that demonstrated extraordinary
knowledge about competitors or glass technology or customers’ buying
patterns.

Evaluation: In this incident there is a conflict between Randy and other

team members although in the end the conflict becomes constructive as
Randy provides amazing insights that attracts the attention of all
members of the team.

Conflict Dysfunction Instance 2

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 The room was silent as Randy shrugged his shoulders noncommittally.
He stared at the table, a blank expression on his face.

It was Eric who broke the silence. “Randy, this is a team. You are part
of it,” he said, trying to catch Randy’s eye without success. “Perhaps
we should start again—”

Randy stopped him by holding up his cup, as if making a toast. “Okay,

look, I’ll behave from now on,” he said.

Evaluation: Again, there was an instance of conflict which Eric was

capable of resolving ad that brought Randy to leave his unthoughtful
acts and possess good professional behavior.

Commitment Dysfunction Instance 1

Maureen had made this case to FireArt’s top executives many times,
only to be rebuffed, and some of her frustration seeped through as she
explained her reasoning yet again. At one point, her voice almost broke
as she described how hard she had worked in her first ten years at
FireArt, hoping that someone in management would recognize the
creativity of her designs. “But no one did,” she recalled with a sad
shake of her head. “That’s why when I was made director of the
department, I made sure all the artists were respected for what they
are—artists, not worker ants. There’s a difference, you know.”

Evaluation: Maureen displayed her loyalty and commitment to the firm

and her fellow artists who worked with her. She wanted her artists to be
recognized and was committed towards the company for superior
quality of deliverables given by her.

Commitment Dysfunction Instance 2

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 Everyone except Randy. “Quite the contrary— I care very much,” he
answered breezily. “I just don’t believe this is how change should be
made. A brilliant idea never came out of a team. Brilliant ideas come
from brilliant individuals, who then inspire others in the organization
to implement them.”

“That’s a lot of bull,” Ray shot back. “You just want all the credit for
the success, and you don’t want to share it with anyone.”

“That’s absurd,” Randy laughed again. “I’m not trying to impress

anyone here at FireArt. I don’t need to. I want this company to succeed
as much as you do, but I believe, and I believe passionately, that
groups are useless. Consensus means mediocrity. I’m sorry, but it
does.”

Evaluation: Here Randy expresses how he cares for the company like
anyone else does. He puts forward his view points, although in an
aggressive and not so pleasant manner but this doesn’t question his
commitment to the firm. Which is why the CEO himself favors him so
much.

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 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)

Answer IV (a) Jack Derry as an Inspirational Leader

Sensing: Jack sensed that FireArt was in trouble pretty early than
anyone else recognized this. So, he decided to do strategic
repositioning in the team. He appointed Eric for the same.

Relating: Jack from his previous relations and experience with Randy
explained Eric about his expertise in the team saying:

“Randy is the future of this company, if he can’t help you, no one can. I
look forward to hearing what a team with his kind of horsepower can
come up with to steer us away from the mess we’re in.”

Visioning: Jack visioned his target for the best performance of the
company citing Eric as below:

“You have one responsibility as FireArt’s new director of strategy,”

Jack had said to Eric on his first day. “That’s to put together a team of
our top people, one person from each division, and have a
comprehensive plan for the company’s strategic realignment up,
running, and winning within six months.”

Executing: Jack had explained the entire execution strategy to resolve

the issue. He needs to work with Eric to follow up on the same.

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
 (b) Recommendations on changes or alternative steps that Jack
Derry could have taken to be a more effective leader

• Jack played the balcony role in this extract; he did not actually
go to the dance floor to understand the ground level scenario.
• Jack must have given due recognition to the teams. In the case
of designers and artists what inspires them more than their
wages is appreciation of talent.
• Jack did not lead by example in the story, he did not give
references from his life to inspire his fellow mates.
• Team building and constructive competition are some important
factors that Jack could have focused on.

This study source was downloaded by 100000841778648 from CourseHero.com on 08-31-2022 07:39:36 GMT -05:00

https://www.coursehero.com/file/151868242/Mukund-Khaw-Project-Submission-Leadershippdf/
Powered by TCPDF (www.tcpdf.org)