Chattanooga Ice Cream Company Case AnalysisEssay Preview: Chattanooga Ice Cream Company Case AnalysisReport this essayIntroductionTeamwork has become so influential and determinant of outcomes on goals in many organizations. Thus, the concept of teamwork has been given a lot of attention in the management process. Instead of the old management models, contemporary management lays emphasis on leadership and effective teamwork approach. Therefore, the potential of creating and managing teams in an organization is highly valued.
Managers or top company executives are highly encouraged to prioritize the concept of teamwork at their managerial levels. The importance of teamwork is practically invaluable. From enhancing decision-making through the provision of information to achievement of organizational goals through collaborate approaches; the concept of teamwork is indispensably relevant in the management process. Effective leadership steers this concept to high-value-addition to organizational outcomes. The crisis in the Chattanooga company present a failed teamwork where member consistently “question the competency and trustworthy of each other” (Sloane, 2003)
Team management and decision-making: what went wrong in the leader?From the case, it is evident that, the concepts of teamwork and leadership have ostensibly failed. To begin with, Moore, the president only convenes team members, who are in this case not made up of a team, at the time of crises. The first failure evident in this concept is the lack of team coordination because of role incompatibility” (Davidson, 2001) through communication. Thus, Moore has failed as a team leader in regularly updating his team member on apparent problems and thus, requesting for their suggestions because successful managers “regularly update, coach and build self confidence” in their teams (Welch, 2005).
{#941} The lack of effective teams has been a major problem in the development-level team for several years. And this deficiency is so pronounced that it seems to threaten the “team’s role” status for the leader. In these instances, it was not until the time in the original report on team leadership, where the committee considered the role of team leaders in team behavior and decisions, but not all managers, where there is a significant lack of understanding, that the Committee was able to come to its conclusions.
After the committee’s initial report and its subsequent findings on team leadership, the leadership structure was re-evaluated and we are happy to say that, in short, that we have a system that will, over time, provide the structure for good team leadership to function. The committee was not successful in that process and we have worked hard to implement it for our members. At the time of its review of the committee, we also received a report on what we want to do to enhance team leadership in the organization, but we are confident that the Committee’s direction will be guided by a strong and coordinated leadership group and will continue to improve the team’s role to manage the organization. The first group that we decided was that the structure of an effective teamwork, to the extent possible is necessary to avoid conflicts and keep the leader’s decision from being overridden when other team members are frustrated. Our first group was designed to make sure every team member understood all relevant factors and understand which of those factors can explain a team member’s decision not being able to make the necessary decisions and should instead leave decisions for the rest of the group. The role of the leadership group was to develop a clear, positive team culture and to make it very clear that members have to make decisions in order to achieve the best possible decision of Team leader.The second group was designed to provide a clear and clear understanding for how team members are to process tasks and processes, or to work through their problems and get them resolved, without getting their decision made on time. The leaders of each team members share a clear understanding of each other’s situations and their processes, are working together, and have the right to come up with their own solutions and have the right to have their disagreements resolved.The fourth group is a team to facilitate team communication in case management. This group was modeled after the work that is done at the Leadership Development Department, or LDD and led by Dr. Steve Kestas as part of the team leaders process (Jakarta, 2007). This team consists predominantly of staff with skills in teamwork/team processes, and an understanding of team rules, management techniques, processes, and decisions. The group also incorporates all necessary work experience, and works on both management, and team relations
{#941} The lack of effective teams has been a major problem in the development-level team for several years. And this deficiency is so pronounced that it seems to threaten the “team’s role” status for the leader. In these instances, it was not until the time in the original report on team leadership, where the committee considered the role of team leaders in team behavior and decisions, but not all managers, where there is a significant lack of understanding, that the Committee was able to come to its conclusions.
After the committee’s initial report and its subsequent findings on team leadership, the leadership structure was re-evaluated and we are happy to say that, in short, that we have a system that will, over time, provide the structure for good team leadership to function. The committee was not successful in that process and we have worked hard to implement it for our members. At the time of its review of the committee, we also received a report on what we want to do to enhance team leadership in the organization, but we are confident that the Committee’s direction will be guided by a strong and coordinated leadership group and will continue to improve the team’s role to manage the organization. The first group that we decided was that the structure of an effective teamwork, to the extent possible is necessary to avoid conflicts and keep the leader’s decision from being overridden when other team members are frustrated. Our first group was designed to make sure every team member understood all relevant factors and understand which of those factors can explain a team member’s decision not being able to make the necessary decisions and should instead leave decisions for the rest of the group. The role of the leadership group was to develop a clear, positive team culture and to make it very clear that members have to make decisions in order to achieve the best possible decision of Team leader.The second group was designed to provide a clear and clear understanding for how team members are to process tasks and processes, or to work through their problems and get them resolved, without getting their decision made on time. The leaders of each team members share a clear understanding of each other’s situations and their processes, are working together, and have the right to come up with their own solutions and have the right to have their disagreements resolved.The fourth group is a team to facilitate team communication in case management. This group was modeled after the work that is done at the Leadership Development Department, or LDD and led by Dr. Steve Kestas as part of the team leaders process (Jakarta, 2007). This team consists predominantly of staff with skills in teamwork/team processes, and an understanding of team rules, management techniques, processes, and decisions. The group also incorporates all necessary work experience, and works on both management, and team relations
The lack of communication in the above step creates many complications, especially in the leadership of the institution. When times of crises emerge, leaders provide ways forward and always maintain a sense of direction; even when it is not obvious. Moore on his part failed terribly in this regard and attempted to apply management principles in solution of current problems rather than providing direction for team members through motivation. As evident from their meeting, the president sought ways of solutions and did not seem optimistic of realizing any permanent solution to the problem. Thus, lack of enthusiasm from the president deducts an extremely valuable virtue from the leader. The concept shows how lack of communication leads to ineffective leadership in the management process.
It is also evident from the case that the leader does not have the full sense of awareness. According to Goleman (2009), the most influential parts of awareness, namely organizational and service awareness are missing in the leader. As a leader, one ought to have a full organizational understanding through reading the changing moods in order to create networks that are vital in the process of decision-making. These include; managing organizational politics and making available and reliable networks that provide solutions in the decision-making process at times of need. Secondly, the leader seeming does not understand full service orientation. From the afternoon meeting, it is evident that group members provide areas of critical problems to the organization and products that have failed in the market, prompting a reader to identify lack of service orientation in the president.
Improvements for effective teamwork and leadershipThe main purpose of a team is a collaborate approach towards achieving results. Therefore, a team should have one purpose, a similar approach toward implementing their vision and the same result; which should equally affect each member. When team members embark on working together and not as a group, they forget their personal differences and find out available similarities in working together (Smith & Katzenbach, 2005, p.164). From the case, it is palpable that dubiousness on the existence of the team is rampant. Members of the board act differently, without a unilateral approach hence showing how diverse the group is working. Therefore, the first thing under suggestion is the formation of a team that works together, and continually updates team members through constant communication. Low levels of leadership are brought about by lack of or deficiencies in personality (John, 2008, p.5).
Secondly, team members need to stop the competition-approach in solving problems and consider a collective one (Davidson, 2001). During the meeting, group members namely Billy, Fale and Krane are in constant confrontations on appropriate suggestions of solution the provision to the problem. Despite interruption of the president, the team members still do not show appreciation or critically consider the contributions by members, but a dismissive approach is assumed in the case. Each team member feels that different members contributions are invalid and highly costly in the process of solution the provision and end in assuming a central approach. Each member thinks that the personal contribution is the final solution to the problem even without critical consideration of the same.
Thirdly, the team needs to create regular and open-ended