April 26, 2013 Case Name: Captiva Conglomerate I. Major Facts: A. Captiva Conglomerate has procured a new software product to provide a custom inventory management system. This system is not providing the information that the company needs, is behind schedule and over budget. B. The Inventory and Spares Manager has reported that that the system is “a disaster,” and “my people can’t use it.” The Materials Manager wonders whether or not the company should sue the supplier.
Additionally the investors were not exactly sold on the ideas either. They were judging past performance and were not completely convinced that the plan would work. The ramifications of that mistake were that since they did not conquer step one very well, all of the other steps seemed to suffer too. Everyone involved felt some sort of uncertainty and did not have a clear direction; which would be step three. “If you can sell your employees on the company's future and the importance of their role in it there are numerous advantages people are more likely to generate their own ideas, to contribute with enthusiasm, to keep slogging when it becomes unpleasant, and also to experience a sense of camaraderie and togetherness” (Spiro 2010) Another significant error that was made was in the HP story in which the vision was never communicated, step four.
The company has already developed a very good product and there is a great deal of new, exciting and promising ideas floating around. The teams’ ineffective dynamics however hinder the progress and a thorough overhaul of the team processes is needed to accomplish the successful end result. The founders of MGI have gotten to the point where they clearly realized that the sustainability of the company is in danger. Despite their hard work the company is not generating profit. They knew that they “lack specialized industry and market skills” (Polzer 4) and they need a solid business plan.
Article Summary: “What Leaders Really Do” Lisa Marvel EDD 7200 – Supervisory Behavior Wilmington University October 4, 2010 Article Summary: “What Leaders Really Do” The article, “What Leaders Really Do” by John Kotter is written on the premise that leaders and managers are different yet organizations need both in order to succeed. According to Kotter, managers promote stability while leaders press for change, and only organizations that embrace both sides of the contradiction can thrive in turbulent times (p. 85). Kotter believes that most corporations today have too many managers and not enough leaders. So what is the difference between management and leadership? Management is about coping with complexity whereas leadership is about coping with change (p. 86).
Dana and Henry saw themselves as strategic contributors to the business strategy of MGI, whereas Sasha perceived them as interns and business plan writers, while Igor saw them as helping with vision and strategy. When Dav was added to the team, it confused Henry and caused him to question Sasha’s decisions, and the roles he expected the students to have. The case states “Feeling overburdened, Henry realized that his and Dana’s role on the team had become increasingly muddled” Having never completely resolved their interpersonal conflicts, we can say that the group never reached the Norming Stage. They were technically still stuck in the Storming stage, with each
These specific skills include project management, technical expertise, cognitive, and interpersonal (Yukl, 2006). Leadership is the major factor in determining how and if an organization will perform well. The leader must have the ability to develop plans to focus on the company’s requirements for short-term and long-term objectives. It is also necessary for the leader to
How do you think managers can ensure that their performance behavior meets the requirements of the organization for which they work? It is important for a manager to have experience with and an understanding of the processes and procedures carried out by their team/department. Managers should be familiar with company schedules and deadlines, communicate these deadlines to their team and plan accordingly. They should also have a clear understanding of the company’s goals and objectives. A manger should report on and audit their team/departments overall productivity and outputs to ensure that time and recourses are being spent wisely.
Such quantities means Hershey must have very reliable logistics systems. So, the senior management decided to implement the ERP systems gradually. The common advantages of implementing the ERP system in a conventional business scenario are: a) Integration Project Integration can be the most beneficial outcome of the ERP Implementation. Hershey is aiming for implementing ERP for reducing data redundancy and redundant data entry thus by strengthening the system integration. ERP does not improve the individual efficiency of users, so if they expect it, it will be a big disappointment.
They also responsible for setting up the tactical, work plans and strategies. They take control of the strategies and finally they make implements. It is vital for managers to involve employees from all classes in the organization to achieve the organization’s goal. Each supplying that were input to the organization which will create time for adequate planning. Also it is an attribute the managers have to own to help to meet the goal for the ability to make snap and timely unplanned decisions on varying circumstances in the organization.
Staying in place and business as usual are not optimal strategies. Unfortunately, much of what well-meaning business and professional people do to enhance the creativity of their teams actually does more harm than good. Well-meaning leaders hold key myths about creativity. These myths need to be debunked and replaced by practical ways to redesign team meetings to help teams reach their creative potential. Collaboration is the art and science of combining people’s talents, skills and knowledge to achieve a common goal.