COMM 292 TEAM PROJECT

Prof. Antara Sen

GROUP NAME :Business Brainalysts

Project By:
Parveen Kaur 10132329

Harshdeep Singh 10134700

Kiranjit Kaur 10132964

Dilpreet Kaur 10132574

Varinder Pal Singh 10130736

Parnit Kaur 10130990

 Introduction

Alexander Tech is a successful The company boasts of excellent customer

communications company providing products orientation, innovation, employee
and services related to smartphones, drones, diversity, teamwork culture while
and network services that connect devices to rewarding employees with profit sharing
the internet (Case Study, 2023). paid as variable compensation on top of
base pay (Case Study, 2023).

The case study highlights several key points –

Alexander's success and its plan for Pratik Sharma (VP Sales & Marketing) has
expansion across Canada over two years with had differing opinions than Daniela Reis
projected revenue growth of 25%”, (VP Information Technology) leading to
maintaining “leadership in smartphones”. internal conflicts.

This report seeks to propose possible long-term solutions to Alexander Tech that will ensure
effective teamwork, improve culture and productivity while achieving objectives for expansion
into Ontario and online sales platforms.
 Problem 1 - Conflict Management
There is conflict between Pratik
Sharma (VP Sales & Marketing) and
Daniela Reis (VP Information
Technology) can be attributed to their
differing personalities based on
functional specialization areas.
As stated in the case study: "Pratik
considers himself a 'doer' and wants
to move quickly...Daniela, who
considers herself a ‘creative
strategic thinker’ at heart, says that
the drone customer solution is
pressing" (Case Study, 2023)
The Trait Theory explains how Pratik
Sharma represents more
extroverted characteristics
characterized by dominant
personalities that prioritize action
over reflection towards proper
decision-making processes.
On the other hand, characterizes
herself as an introvert evidenced
through her "thinking-ahead" style
shown where new market niches like
drone technology relate directly back
into its overall IT Infrastructure.
 Problem 2 - Team Objectives
Team members have conflicting priorities which could
impact achieving set objectives for expansion into
Ontario; political influence among some stakeholders
intensifies these interpersonal conflicts.

The issue with varying priorities among high-performing

individuals due to different Self-Identifications (Sen
2023a)

Simon, who is “impatient and practical” reflects

shortcomings from communicating amongst Group
Members whose varied viewpoints affect overall progress
even further (Case Study, 2023).

The cognitive dissonance theory suggests that employees may seek personal
rewards over group rewards due to motivation traps or selfish interests when
individual gains are favoured(Telci et al., 2011).
Problem 3 - Diversity Perspective
There is a need to review existing organizational cultural
practices with regards to diversity especially relating to
different perspectives on company priorities and direction
needed given recent changes in market trends.

Theory of cultural intelligence (CQ) places emphasis on how

well people and organisations can adapt to and function
within a variety of cultural contexts, particularly those with
varying viewpoints on business priorities and market trends

They may better navigate and use diversity to generate

success in an evolving business context by cultivating and
fostering cultural intelligence throughout the organisation.
 Problem 4 - Motivation Strategies
The potential loss of Katherine's “Katherine the sales specialist has
focus—industry leaders—could have built her reputation as an outstanding
serious effects on the group's morale sales representative. She feels that it
in accomplishing the crucial goals she may be easier to concentrate on the
has set as the CEO while ensuring that 1 3 company’s existing market given the
employee motivation levels are high pressure to deliver results” (Case
despite probable obstacles. Study, 2023).

Katherine's preference for personal “She is also thinking of

gains, e.g., earning individual
bonuses over team objectives
achievement
2 4 her year-end bonus
since she bought that
new car this year,
expecting that she
would again be the
company’s top sales
earner” (Case Study,
2023)
 01
Simon's impatience reflects shortcomings from
communicating amongst Group Members whose
varied viewpoints tend to impact overall progress.

02
Problem 5 - Impatience during group meetings, resulting to
delays and poorly communicated information
Effective internally among members involved.
communication
channels 03
Lack of proper communication strategy causing
confusion and overlap or no message at all.

04
This ends up ultimately affecting management
goals dictated by its top leadership structure
(Wang et al., 2011).
 Possible Solutions
Conflict
Management
● Mediation or conflict resolution
workshops to be held with Pratik and
Daniela to find common ground
(Omisore & Abiodun, 2014). of them
all.
● Firing Pratik, Daniela or both from the
company to eliminate conflict
altogether.
● The President & CEO, Katherine
should provide explicit guidelines on
how any differences between
departmental VPs can be resolved
internally
Team Objectives
1 6 ● Setting clear expectations and goals
for each team member in their
respective areas such as customer
sales and service positions at store
level (Wang et al., 2011).
2 5 ● A reorganization into work groups
based on common skills/experiences
which could lead to increased
productivity by tapping into
3 4 collective expertise and getting this
group committed towards achieving
team-based results rather than
individual performance targets.
● Rebalancing reward systems so
incentives align employees’ personal
interests better with company
objectives
 Possible Solutions
Organisational
Cultural Practices
● Conduct awareness sessions amongst
teams about diversity highlighting it
from all perspectives inclusive of
customers eliminated entirely.
● Adjusting organizational practices to
reflect the diversity of its customers
and employees, creating a more
inclusive work environment that better
serves a wider range of individual’s
needs.
● For instance, developing specific
products/services catered towards
specific demographics or increasing
local sales staff orientation training to
improve knowledge about global
cultural differences.
Employee
Motivation
● Promoting employee
involvement by giving them
opportunities to suggest
improvements in product
offerings based on their
first-hand exposure with current
market trends (Sen 2023b).
● Creating cross-functional teams
for collaborations aimed at
achieving both long term as well
as short-term goals thereby
extending team spirit beyond
functional departments
● Offering extrinsic rewards like
gift cards, bonus pays,
additional time off flexi-hours
and additional rewards to keep
employees motivated.

The most extreme solution
could be disbanding the
existing team and
reconstituting it anew with a
different composition of
individuals.
However, this may not
necessarily solve underlying
issues if they remain
unaddressed.
Possible Solutions
Effective Communication
Institutionalizing feedback systems,
Channels empowering management to have
open door policies whereby opinions
are sought after actively applied into
practice sooner.
1
Making anonymous feedback /
communication boxes open for all
employees(Horila, 2019).
2
Having an external mediator or
conflict resolution consultant
3 brought in to broker peace between
warring parties within the company's
management structure/employee
groups.
 CONFLICT MANAGEMENT
Guidelines

The President & CEO, Katherine

should provide explicit
guidelines on how any
differences between
departmental VPs can be Meditation Workshops
resolved internally
Hold mediation workshops to
find common ground(Omisore &
Abiodun, 2014)

Dismissal

Firing Pratik, Daniela or both from

the company to eliminate conflict
altogether
 Team Objectives and Power
Distribution
CLEAR EXPECTATIONS REBALANCE
Setting clear expectations and goals Rebalancing reward systems
for each team member in their so incentives align
respective areas such as customer employees’ personal
sales and service positions at store interests better with
level (Wang et al., 2011) company objectives
REORGANISE
A reorganization into work groups based on
common skills/experiences which could lead to
increased productivity by tapping into collective
expertise and getting this group committed
towards achieving team-based results rather
than individual performance targets
 Organizational Culture Practices

Conduct Awareness Sessions

Conduct awareness sessions Adjust Organizational Practices

amongst teams about
Adjusting organizational practices
diversity highlighting it from
to reflect the diversity of its
all perspectives inclusive of
customers and employees,
customers eliminated
creating a more inclusive work
entirely
environment that better serves a
wider range of individual’s needs
Develop Specific
Products/Services
PRACTIC
Create offerings catered
ES
towards specific demographics
Employee motivation Promote Employee Involvement

strategies Give employees opportunities to suggest

improvements in product offerings based on
their first-hand exposure with current
market trends (Sen 2023b).
PROMOTE EMPLOYEE
INVOLVEMENT Create Cross-Functional Teams

CREATE CROSS-FUNCTIONAL Achieving both long term as well as short-term

TEAMS goals thereby extending team spirit beyond
functional departments
OFFER EXTRINSIC REWARDS
Offer Extrinsic Rewards

Offering extrinsic rewards like gift cards,

bonus pays, additional time off flexi-hours
and additional rewards to keep employees
motivated
 Effective communication channels/procedures
ANONYMOUS FEEDBACK
Institutionalizing feedback systems,
empowering management to have open
door policies whereby opinions are
sought after actively applied into
practice sooner rather than being swept
under the rug (creating Conflicts). Making
anonymous feedback / communication
boxes open for all employees(Horila,
2019)
DISBANDING EXISTING TEAM
The most extreme solution
could be disbanding the
existing team and
reconstituting it anew with a
different composition of
individuals.
CONFLICT RESOLUTION
Having an external mediator or
conflict resolution consultant
brought in to broker peace between
warring parties within the company's
management structure/employee
groups. This option is impractical
considering its potential financial
costs as well as time requirements
needed for such interventions
 Collaborative

1
Problem
Solving
Approach
Conflict
management

4 workshop
(Omisore &
Abiodun, 2014)
Diversity and

2
Inclusion
EVALUATION Committee

Adopting a

5
Learning
Culture

Realign
Compensation

3 plans
Conclusion
The report highlights the challenges faced by Alexander Tech in relation to
● conflict management,
● team objectives and power distribution,
● organizational culture practices,
● employee motivation strategies and
● effective communication channels/procedures.

The report analyzed these issues using various theories such as Trait Theory, Social Learning
Theory and Cognitive Dissonance Theory. Possible solutions were then presented from the
perspective of organizational behaviour to address each of these challenges.
● Collaborative problem-solving for conflict resolution,
● Increasing employee motivation,
● Changing the company culture and incorporating diversity into the company’s core values.

Ultimately adopting an approach like this would allow members from cross-functional teams across board levels engaging
constructively towards achieving shared objectives leading towards smoother operations and long term business growth as well
as successful attainment of client satisfaction at any given time period
References
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