Chattanooga Case Analysis Essay Sample

the group that appears to be unproductive. The lack of commitment within the group is causing confusion and lack of agreement. The previous approach of striving for consensus, utilized by Moore, is risky since directors may not agree with a decision and therefore not support it. Another reason for the lack of commitment is the need for certainty, which can lead to over-analysis paralysis, as demonstrated in one of Aesop's Fables.

In "The Fox and the Cat," the fox boasts about having 100 methods to escape from hounds and huntsmen. However, when they are both pursued, the cat relies on its one method of climbing a tree to safety while the fox is caught and killed. The moral of the fable is that having one reliable method is better than having numerous unreliable ones.

It is apparent that avoiding accountability is present in the team due to the hesitation of team members to expose others for actions or performances that could harm the team. However, unless the previous four dysfunctions are resolved, the final dysfunction of neglecting consequences cannot be overcome. The team's emphasis should prioritize team perspective before individual perspectives. (2014).

The team's dysfunction was a result of the President and General Manager's leadership style. Moore believed in group-based decision-making and sought consensus with his management team, but did not adapt his style based on previous experiences with the team. His conflict management style leaned towards avoiding and accommodating rather than addressing opportunities for team building. Moore did not recognize the need for a different leadership style to support successful team building. He utilized a democratic leadership style, allowing workers to have a

voice in decisions. (Goleman)

According to Goleman (2000), in the year 2000, the direction group lacked the necessary level of emotional intelligence to effectively use their preferred style. Additionally, Moore's lack of awareness of other styles or training opportunities also contributed to the team's dysfunction.

According to Gonos and Gallo (2013), Moore is deficient in the four essential aspects of leadership, which include: 1) self-knowledge, 2) understanding the employees, 3) competence in utilizing management methods and procedures, and 4) exhibiting appropriate managerial behavior in various situations. Additionally, Moore's role requires consistent use of the 4E and 1P Model, which he lacks as pointed out by Wining (2005).

The individual in question lacks positivity and fails to inspire those around him. It appears that he lacks the courage to make difficult decisions and his team struggles with deciding what actions to take. Additionally, he lacks the enthusiasm necessary to motivate his team and encourage collaboration on important tasks.

According to the text, Moore plays a role in the dysfunction of the team in multiple ways. The CIC Management Team needs to improve their understanding of each other's positions and those of their foreman to address this issue. The first step should be acknowledging that they are not a true team and identifying the reasons for this. They can then use various tools to enhance their communication, leadership, and conflict management skills in preparation for addressing the team's dysfunction (Lencioni).

In 2002, I recommend using two tools to help a group: the DiSC Assessment to understand their behavioral tendencies and the need to adapt to different situations; and the TKI Conflict Mode instrument to identify individual conflict management styles and how to

adjust them based on the situation. These are DiSC (2014) and TKI.

Using The Team Assessment (Lencioni, 2002) can establish a baseline for understanding the current state and measuring improvements moving forward in 2007. These results are valuable not only for individuals but also for enhancing group dynamics and collaboration. To ensure everyone is on board and consistently improving team dysfunctions, leaders must support and reinforce these changes daily.

According to the Harvard Business Review (1993), the team should adhere to a set of values promoting teamwork, such as actively listening and responding constructively to differing opinions, offering support, giving others the benefit of the doubt, and recognizing the interests and accomplishments of each team member. The next section outlines recommendations for the team to work together towards success and fostering a true team dynamic. To achieve this, Moore should take action to help his team collaborate effectively and resolve conflicts.

The initial step in working with the team would be to create a squad charter (JWMI 510. Week 4). It should be a collaborative effort to encourage comprehension and support, and establish team guidelines and limits. The mission must be outlined in the squad charter.

Programs that communicate values, intent, and outlooks.

The squad should conduct appraisals to identify strengths and opportunities, and define deliverables and other important points for everyone. To achieve the desired outcome, I suggest setting short-term targets for Moore and his leading team:
1. Expand by acquiring new clients and/or exploring new channels
2. Select the right team members to support company growth in various countries
3. Review market research to address significant issues during leadership meetings
4. Foster team building. Additionally, I propose

creating new mission and vision statements to clarify the company's purpose and future goals. This process should involve the entire group to ensure commitment and alignment at all levels.

According to Williams (2008) and Horn (2014), a mission statement should inspire all employees in a company to adhere to the mission. The leading team at CIC may create a mission statement incorporating this idea, such as: CIC, Inc. is committed to delivering high-quality ice pick products and superior customer service.

We are dedicated to enhancing our business partnerships to boost profitability for everyone involved. Our goal is to stay ahead of the industry and make use of our knowledge, expertise, and commitment to excellence to the fullest extent possible. One potential vision statement we have is to provide our customers with the finest ice cream products available in order to bring them joy.

Both the Mission and Vision are essential for building trust within the leadership team and throughout the organization. It's recommended to share the new mission and vision with employees during a town hall meeting. This is also a good opportunity to present the leadership team charter and consider incorporating training sessions in the future.

Implementing methods similar to those utilized by Jack Welch at General Electric (Welch, 2005) allows for employee input in improving and expanding future operations. Providing employees with the understanding that maintaining a mutually beneficial relationship is the ultimate goal is crucial. After being struck by Krauthammer’s values and associated principles, I highly recommend their implementation at CIC (Six and Sorge).

In 2008, a list of values and rules was established for CIC. This includes passion for people by seeing the positive in

others and enriching their lives, seizing opportunities for growth, and maintaining work-life balance. InnovAction is also valued, by constantly challenging success and turning thoughts into concrete actions. One Team emphasizes taking responsibility for the team's outcome and giving the best effort. Impact! is also important, doing things with purpose and leading by example. To define responsibilities and roles, a RACI Matrix can be used with individuals responsible for completing actions, holding accountability, consulting with experts, and informing others of progress. Overcoming the five dysfunctions of a team is also crucial for success at CIC and developing an action plan with specific roles and responsibilities is necessary.

The strategies outlined in the preceding recommendations detail my plan for executing changes to CIC that will lead to profitability within half a year. To ensure success, refer to Appendix A for a list of responsibilities and deadlines. Scheduled follow-up and working sessions will keep track of progress towards achieving short-term objectives, as well as establish and monitor long-term goals for the company.
Sources:
Sloan, Carl. (1997). The Chattanooga Ice Cream Division Case Study.

Boston's Harvard Business School features Patrick Lencioni's "The Five Dysfunctions of a Team" published in San Francisco in 2002.

Charles F. Baker authored Calcium in September 2014, published by Jossey-Bass.

The citation for the Aesop's Fable "The Fox and the Cat" from Volume 31 (Issue 1) of Faces is provided by Gonos:

Aesop’s Fable-The Fox and the Cat. Faces. Volume 31 (Issue 1) . pp. 42-45. -Gonos.

November 23, 2013, saw the collaboration of Jaroslov and Gallow, Peter.

Leadership that produces results can be evaluated using the model created by Goleman in April-March 2000, titled "Model for Leadership Style Evaluation."

The

reading assigned for JWMI 510 Week 3 is an article published in the Harvard Business Review by Thomas, Kenneth and Kilmann in 1974, which was later reissued in 2002.

The source material is referencing two different works: the Thomas-Kilmann Conflict Mode Instrument (TKI), which was released in 2007, and Jack Welch's book "Wining" from 2005, published by HarperCollins in New York.

The text within the consists of references to two sources: "DiSC Assessment (2014). JWMI 510. Leadership in the twenty-first Century - Stallworth Williams" and "Linda Stallworth Williams (2008). The Mission Statement. Journal of Business Communications."The following is an example of a high-quality team charter taken from JWMI510 Week 4 Readings (2014) and can be found in Volume 45 (Number 2) on pages 94-119.

-Horn. Paul (May 2014). The Interconnection between Branding, Vision Statements, and Core Values.

The ESOP Report covers pages 3 to 6 and has a total of six pages.

Arndt (2008, July) conducted a study on the development of high trust organizations by exploring organizational policies that promote interpersonal trust building. (45:5)

Smith, Michael and Erwin, James authored a paper titled "Role and Responsibility Charting" in 2014.

The document located at hypertext transfer protocol: //mail. pmicie. org/images/downloads/raci_r_web3_1. pdf, dated November 17, 2014, contains Appendix A.