The Team That Wasnt Essay Example for Free

The police squad That Wasnt Essay recruit device is a family featureed business in the ice rink making patience based out of Indiana. The caller-up has an 80 year history of producing high quality and high priced internal-combustion engine merchandise. About 18 month ago, sales and earnings bottomed out which drove the need to gather a strategic re coincidence plan to have the business running and winning within six months. The business in this case is building a collaborative group with non-homogeneous backgrounds and skills to create a strategic realignment plan in the glass indus discover to take on the ambition, build brand loyalty, increase sales and maximize earnings. Assumptions The assumptions in the case argon the employees lack of knowledge of the family business being in bowl over due to flat earnings and sales, participation in a team up environment now undeniable versus contributing individually, the Directors of each division needs help with learnin g how to collaboratively operate and co-exist together to achieve confederation intents, the company is non technologically savvy with the necessary tools to compete, and the company is not known nationally or global in their industry.Some of the nominate issues in the case argon Team dynamics, Team Development, leadership Styles, Managerial Decisions, and Industry Competition which are discussed in further detailed as follows. Team Dynamics Team Dynamics plays a come upon role when forming a team because it is important to control the team is cohesive with positive energy. The team would need to reflect not only individual ideas but be mutual and complementary as they reach the goals set for the team. Team base activities are becoming precedent in todays business environments.Having a team establishes a way for businesses to collaboratively reach their objectives and hold each former(a) accountable for the tasks at hand. Teamwork is everywhere. More than ever before organiz ations are recognizing the types of situations for which group work can volunteer a key competitive advantage (Miller, 2003 p 121). Eric, the Director of Strategy had experience working in a team environment in his previous job function, however he lacked the experience necessitate for team development not put ond in a family business. Team DevelopmentVarious reasons, such(prenominal) as different objectives, priorities, personalities, perceptions, methods and styles get in the way of having effective members on a team (Adkins, 2004). Teams are very conventional in late management thinking and have become a briny stay in many a(prenominal) businesses for collaboration of ideas, goals, and strategies. However, when having a team, there may be members who are not accustomed to a team environment and cause division within the team as they try to reach their objectives.To maintain team performance, it is progressively important to ensure each individual on the team have high stir red up intelligence. The premise for linking emotional intelligence to team performance is that high emotional intelligence enables team members to manage and be awake of their own emotions and the emotions of other team members (Jordan Troth, 2004). Emotional knowingness and emotional management are essential attributes for team performance because they cultivate effective relationships with fellow workers to intensify team dynamics. Leadership Style Leadership skills are integral to team dynamics and development in indian lodge for the team to perform proficiently.Leadership encompass many styles and variations based upon several factors that make up the individual leader. Forbes magazine highlights four key styles of leadership, which are Visionary, Empathetic, Humble Servitude, and Moral or Ethical (Karlgaard, 2009). These key leadership traits work together when running a major business like Fire Art. Jack, the chief operating officer, ran the company based on his family va lues and lacked the vision needed to forecast changes in the glass industry. To know and visit yourself is fundamental to knowing and understanding others and motivating them to follow your vision as a leader (Youngblood, 2010). in that location are several leadership resources available to develop oneself not only at the CEO take but at all levels in order for the company to achieve its objective in the market place and within their own businesses with employees. What family businesses value and believe about people, work, and money shapes their behavior toward their business and their employees. Without plowd values, it is uncontrollable to create a sense of direction for the business. Managerial Decisions The decisions that managers make when running a business, forming teams, or creating strategies are very important for the overall health of the business.Fire Art limited itself strictly in the Mid-Western function and did not embrace expansion outside of it stream market area. This decision may have worked for many years in the company but it restricted its growth which allowed contention to gain market share in their industry. It is also imperative that management from a Senior level ensure their employees are aware of the direction the company wants to take in regards to increasing market share, sales and earnings particularly if they see a downward trend in those areas.Hence, the CEO vision for their business or company becomes increasingly important along with the belief the company has a viable product or service the consumer wants. A manager with strong beliefs about the right course of action will attract subordinates with similar beliefs. This alignment of beliefs between managers and workers in the same company gives direction to the firm and affects incentives and coordination (Wen Zhou, 2009). The CEO of Fire Art believes he can turn his family business around with a comprehensive plan for strategic realignment in the glass industry.He has made a key decision by tapping into his subordinates resources and skills along with bringing in a consultant to facilitate the process. Every business has to examine its own situation and decide what constitutes the critical aspects of its own environment (Heller, 1972). The Fire Art is a family own business without any mass production or national distribution. The business did not embrace current technologies or market strategies for their current industry and therefore needs to reexamine its needs in the marketplace.The use of information technology and the Internet between petty(a) family businesses and their economic environment enables resource exchange and electronic interaction inside the company, with their client base and vendors (Niehm, Tyner, Shelly, Fitzgerald, 2010). Fire Art has to fine tune their business in the technology area to have got ahead of their competition and remain competitive in the glass industry. Industry Competition Constant changes can be ev aluate in products, in product lines, and models of existing products in a competitive society (Cassady, 1964).With the evolution of various products, todays technology plays an intricate part in how a business competes with their competition. Design, Manufacturing, and Distribution are all key roles that are intertwined together to put out the best product to the marketplace. Its imperative that businesses stay abreast of the new technologies as it relates to their industry in order to stay ahead or compete against their competitors. Fire Art is a family owned business that has stood the test of cartridge holder for about 80 years as a high end glass manufacturer.Because of this, their Brand has longevity against the competitors in regards to standing out in the industry. In modern times, brands and brand management have become a central feature of the modern parsimony and a staple of business theory and business practice (Desai Waller, 2010). Fire Art can utilize their brand t o propel them forward as realign and restructure their business to take on the competition in glass industry. Recommendations The plan of action is for the CEO to hold a companywide meeting to address the anaesthetise the company is facing and why strategic repositioning needs to take place now.In order for the strategic repositioning to be effective and provide impact to the earnings and revenue, the CEO needs to desegregate senior level management in the newly formed team. Because the CEO has already brought in a Strategic Director for the job, he should allow Eric to interview the potential team members before forming the team to ensure the goals and objectives can be met. Once the team is formed a monthly report should be provided to the CEO to assess the progress of the strategic realignment. The CEO has requested the strategic repositioning to be done in six months.The recommendation here is to have a comprehensive plan in place in six months and then implement the plan in n ext six months to give the team time to work out any issues or factors that may prevent the team from reaching the ultimate objective of repositioning the company. In order to mitigate any problems that may arise during team development, it is recommended the selected team participants allow the Stages of Group Development Model by Bruce Tuckman. Training and development is recommended for all employees to increase and maintain their current skills so they continue to be a valuable mployee to the company efforts to reposition.The company as a altogether needs to invest and implement new technologies to have their product put to market faster to keep abreast of the competition. Currently Fire Art is limited to the Mid-Western region for their glass products. It would be advisable to scene at expanding nationwide in the United States and then Globally. A market analysis should be conducted in regards to new design trends, pricing, manufacturing, distribution and other factors in re gards to re-branding the family business beyond the Mid-Western footprint.