COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name: Akshay Ajith K A

Question I 1. Fire Art is high quality high price glass producer. business going
down due to non-team work performance and non-adaptation of
team process.
2. Top team Individual`s lack of interest in process ownership and
team member`s having their different high-end opinion of their
own.
3. Everyone has its own view and beliefs which is counter reacting
on team meeting
4. If Team together and think towards the company`s growth on
meeting then Insinuated attitude, renegade behavior and
negativity by Randy.
5. No Good Communication, Teamwork Skills and Open-
Mindedness.
6. Personal Biasness: After comprehensively analyzing the case, it
seems that Randy is only considered about gaining only his
personal advantage, rather than working as a team. This further
creates a negative impact on the efficiency of team work.
Question II Planning and execution of business activities are highly dependent on
the nature of individuals within a team; the Motivational level of
individual team members within a team has a significant impact on the
overall team outcome. For instance, the Fire Art team was responsible
for executing actions used to examine the organization within the six
months. Unfortunately, the responsible team is demotivated
individually and the team as aggregate. It means that Eric Holt and the
CEO of the company Jack Derry must look into the issue and address
the team Motivations. The two can use intrinsic and extrinsic
motivators to say the whole point.

Intrinsic Motivators : Purpose should be shared. The team will work

harder and be more effective and stay engaged if they are aware of the
goals which they are working on. Eric and Jack should keep the team
informed about the work so that they have idea about the bigger
picture and feel motivated.

Training program and clarity of goals.

Extrinsic motivators : Rewards in the form of trophy/promotions and

giving credibility.
Question III 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
 Jack Derry was swift in understanding that, forward growth can
solely be attained when internal working of organization is
enhanced.
Jack grasped the market changes and analyzed how national
glass companies were entering in niche market. He went out
and found Eric (who had a shared understanding of market), on
boarded him during this period of change.
Once Eric took over and didn't had immediate information of
what issues were existing in team, as Jack never took active
participation in meetings.

 Jack Derry was low on leadership quality. He wasn't at all

reassuring, specifically in crisis times and never reached out to
people at FireArt.

There was absence of strategical and operational networking

between leaders of various departments and absence of non-
transactional relationships, which, indirectly was a result of
poor leadership, as Jack never encouraged networking in
organization.

 Jack Derry could have done more, when it comes to visioning.

His plan for coming up with a company's strategic realignment,
running and winning within 6 months was unclear and lacked
specific timelines and expectations associated with them, nor
had any vision.

Jack could have adopted Hoshin planning approach. He did take
a right decision by appointing Eric, perceiving the challenges
that were in existence

3) Fine Art presents several problems both financial & organizational.

Jack Derry could have taken care of the financial part, only if,
organizational part is improved. Jack should monitor the team to be
more proactive & reach maximum performance by cooperating. Eric,
being a consultant is probably not the most adequate person to help the
team but what Jack could do is to make Eric a leader, to guide the team
in basic structure & in sharing of roles. Jack should be more efficient
by actively participating & following the team progress.
Question IV 7.
a. Analyse Jack Derry as an inspirational leader of his
organisation 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)