COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name: Krishnendu Ghosh

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

words)

a. The sale of Fine Art in the last three months have

flattened.
b. Large national glass making industry have begun to
enter Fine Art’s niche market and have superior
resources and technology and within time the
competitor will dominate FineArt’s market.
c. Inefficient teamwork at the top-level management in
Fine Art.

d. Randy’s total disregard to work with a team and his

ideology that brilliant ideas can only but individual and
not by team effort.
e. FireArt is high quality high price glass producer.
business going down due to non-team work
performance and non-adaptation of team process.
f. Top team Individual`s lack of interest in process
ownership and team member`s having their different
high-end opinion of their own.
g. Each Individual has its own vision and beliefs which is
counter reacting on team meeting.
 h. If Team together and think towards the company`s
growth on meeting then Insinuated attitude, renegade
behavior and negativity by Randy.

Question II 1. 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)
b. Intrinsic motivators and its elaboration
c. Extrinsic motivators and its elaboration

Steps that Eric should adopt....................timelines.

a. Short-term (1-3 months)

 Leadership qualities: Eric should display

his leadership qualities by setting up an
agenda or mission statement of what they
want to achieve and needs to redefine his
role in the group and take responsibility to
act as team leader.
 Setting up a Goal post: Eric should set a
goal post for the employee so that they can
be targeted.
 Define problem statement: Eric needs to
define the problem statement and
understand his “art” and “threshold
capabilities” and develop emotional
intelligence.
Steps that Eric should adopt

d. Medium-term (beyond 3 months) (80 words)

 Eric should create a stepwise execution plan
where progress is check in a series of
meetings, everyone contribution in each
meeting is measured, implemented, and
rewarded.

 He should request Jake (CEO) to motivate it’s

employees and make them remember the
mission statement of the company.

 Eric should define Randy’s role in the team as it’s

causing lot of setbacks to the company.

 He should set up a reward system so employees

can contribute ideas to meeting, and make sure
good ideas are implemented.
Question III 1. 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

Question IV o
 Analyse Jack Derry as an inspirational leader of his
organisation under sensing, relating, visioning and
executing (100-150 words)

o Sensing

o Jack Derry the CEO of Fine Art was quick to realize that
moving forward growth can only be achieved with the
 improvement in working of the organization, hence creating a
team to solve this problem.

o He sensed the changes happening in the market, his

competitor entering his niche market. So he set up a team
by led Eric.
o He had no idea what are the problems which were going on
with team he created with the help of Eric

o Relating

 Jack Derry was low on the relating aspect of the

leadership. He didn’t reach out to the employees of
FineArt, and he didn’t address them or reassure them
in time of crises,
 There was lack of strategical and operational networking
between the leaders of different departments in the
organization as it is quite evident as the leaders didn’t get
along well in Eric’s team.

o Visioning

 Jack Derry lacked vision, as he created a team

without any mission statement and vision statement.
As there was no clear direction, guidelines or agenda
set by him to ensure company’s strategic realignment.
 There was lack of problem statement, timelines,
and expectations from employees.
 He appointed Eric, foreseeing the challenges that
the company would face due to increase in
competition

o Executing
  Jack Derry was satisfactory when it came to
execution part of leadership qualities. He mobilized a
team to work on issue to achieve positive growth for
the company and to handle the competition from it’s
competitors.
 He was not proactive in being part of team’s
meeting and discuss different perspective of their
employees.
 There was lack of process to measure performance
metrics of the employees.
 There was lack of networking platforms for employees
to discuss about issues.

 Recommend any changes or alternative steps that Jack

Derry could have taken to be a more effective leader
(100-150 words)

Recommendations

 Jack should set a clear objective for the team. He should

clear the agenda what are the main objectives they are
looking to achieve and what is the problem statement.
 He should implement proper structure and step analysis for
the meeting.
 He should implement conflict resolution methods with the
help of Eric between Randy and other team members. .
 He should keep a check on minutes -of-meetings of
progress from Eric.

 He should reward employees for their ideas and incentives

employees who complete their objective with in given
timeline.