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Leadership in a Crisis
Leadership in a Crisis
Leadership in a Crisis
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Amber Briggs, of Kerzner Office Equipment, has been tasked with leading a small team of Kerzner employees to plan, organize, and execute Kerzner’s 10th anniversary celebration. Kerzner Office Equipment has experienced both the highs and lows of capitalism. When Kerzner was originally formed, their organization thrived in the office equipment sector; however, after a few years of being in business, their company suffered through a brutal national recession. Even though the national recession had a lasting impact on Kerzner’s capital and employee environment, Kerzner was able to navigate their way through the recession and developed a new product line of office equipment, which has rejuvenated their bottom line and employee satisfaction. Therefore, the successful execution of the 10th year anniversary celebration was stressed directly from the CEO of Kerzner Office Equipment to Amber Briggs.
Overview
Briggs held her first meeting with her new team in the office cafeteria at 3:00. Briggs selected this location because all the other meeting locations where in use for that day. Of the 14 members of her team, only 10 employees showed up on time, two were late, and two never showed up. Although the first meeting started late, Briggs was able to communicate her agenda with her team and ended the meeting with a request for all her team members to submit their work schedule to her so she can schedule the next meeting based on when everyone will have free time.
First Meeting
According to Larson and Gray (2014), “research on team development confirms what we have heard from project managers: the first project kick-off meeting is critical to the early functioning of the project team” (p. 383). Based on this stated, Briggs and her tea...
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...nd communication. Lastly, Briggs needs to speak with each department head and reinforce the importance of her project and the importance of each member of her team being allowed to attended her scheduled meetings on time and being allowed to complete their assigned project tasks.
Next Meeting
Before the next meeting, Briggs needs to speak with other successful project leaders for advice. According to Proverbs 12:15, “The way of a fool is right in his own eyes, but a wise man listens to advice” (ESV). Next, Briggs needs to set a hard date and time and make sure each team member receives and understand the date and time by confirming they can either make it or not. Lastly, Briggs needs to understand she was selected for a reason to lead this project, to have the confidence of leading this team, and understand her determination will ensure her project is a success.
Terri Briggs has been around the block. For the past twenty years she has been an accountant, a customer service person, a specialist and a manager. All of which she did with Masco Cabinetry. She has spent time in the “trenches” working her way up the corporate ladder while obtaining her Bachelor’s degree in Management and Organizational Development from Spring Arbor University. Terri is a Certified Human Resource Specialist and a Six Sigma Green Belt. Today Terri is the Manager of the Contract Review Center for Masco Cabinetry. Her experience in accounts receivable, human resources, and now in contracts have given her a wide range of knowledge about Masco Cabinetry. For these reasons, she was an excellent subject to interview.
When Jim Kilts showed up at Gillette in 2001, the first outsider to run the Boston-based company in more than 70 years, he found a business with great brands losing market share. Its acquisitions of Duracell and Braun were not delivering. Sales and earnings were flat, the company had missed its earnings estimates for 15 straight quarters, the stock had plummeted, and Wall Street had lost patience. Yet two-thirds of the top managers were getting top ratings. People were being rewarded for effort; performance, under Mr. Kilts regime, became the new measure.
Due to tremendous growth and modern business practices in centralized management, product consistency and quality, efficient use of facilities, cost control and mass advertising, the company needed to operate under one name. In 1966, “Keebler” was judged to be the most sound and memorable.
As all organizations are striving to meet goals and objectives of the business, so must any comprehensive staffing strategy. Applying this to Tanglewood, the leadership realized that the business must remain competitive with their rivals of Kohl’s and Target. Even so, the company’s culture and values has set them apart, where employee involvement, engagement, and recommendations have been truly valued.
In business, the mantra that success comes to those who can recover from setbacks is widespread all over the world. One of the organizations that poignantly illustrate this element is Costco. Costco is a warehouse firm that was founded in 1976 in San Diego. Although many people may envy the company as its owners enjoy huge success in the warehouse and retail industry, what the majority of individuals do not know is that in the first year of operations, Costco lost $750, 000, but after 3 years, the company had $1miilion in profit, 900 employees, and 200000 members. This shows that in business, the strategy can be the difference between success and failure. This essay describes how Costco has undergone evolutionary changes from its inception
The first stage of team building is called the forming stage. “ The team meets for the first time and learns about the opportunity and challenges, and then they agree on goals and begin to tackle tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team (Wikipedia).
University of Washington. (2013). Four (Five) Stages of Team Development – Bruce Tuckman. Retrieved April 2014, from University of Washington: depts.washington.edu/oei/resources
Upon completion of these assessments, the work place team is then formed, acquiring team members based upon the needs of the project, mission or goal of the team. The team then proceeds to learn about each other. In learning about one another, individual learning styles must be identified to gain an understanding of how to maximize team performance by capitalizing on team members' strengths via learning styl...
First, in relation to the organization’s most important asset, people, Sears has failed to recognize the distinctive competences that lie in the skills and abilities of their own employees. Sears once was a very successful organization in relation to how they treat their employees. Sears was one of the pioneers of measuring employee engagement in the retail industry by creating a set of measures known as Total Performance Indicators. People who enjoy going to work every day, as a result of a high-performing company culture, increases their productivity, giving them a higher return on salary. This model of employee engagement worked very well for Sears in the past, however, in recent years, Sears has strayed away from this core competency.
That was an excellent mechanism for providing information on the different contributions and challenges of the various camps. Moreover, their active intervention during those meetings helped stop the blaming. Finally team members must create shared views of problems and shared approaches for resolving them. Those commonalities must be acceptable to everyone if they are to provide the core for new ways of doing things. The monthly problem chats represented the beginning of process if developing acceptable approaches.
These project managers are also examining teamwork for ways to improve project success. However, since the benefits of leadership behaviors can be rather intangible, this has slowed or prevented the implementation of leadership theories. Accordingly, the impact of leadership behaviors on project performance has been one of the major issues for both industry and academic fields (Keller, 1992; Kendra and Taplin, 2004; Turner and Muller, 2005). In order to understand the benefits, there is a need for quantification of the benefits derived from leadership behaviors. Research on leadership behaviors and theirs associations with project success should offer tangible evidence of advantages from adopting a certain leadership style (Giritli and Civan, 2008). There is a need for more comprehensive empirical evidence that evaluates the benefits associated with the project manager's leadership style and, more specifically, its associations with project success. This study attempts to fill this void of empirical evidence by identifying the associations between leadership style and project success. The purpose of this research is to investigate the effect of the leadership style on project success and to examine the mediating role of Team stability in the relationship between leadership performance and project success. In other words, the analysis shows the relationship between
Organizational change is the altering of organizational structures and business strategy. As consumer preferences change, competition increases, and the economic environment fluctuates, business need to adapt to these changes to remain competitive. The management of Home Plus, a regional discount store, has proposed an increase of high-end products and a significant reduction in discount packaged goods. This is a change from the original business strategy in which the primary offerings were discount products. Before implementing the proposed strategy, Home Plus management must consider the benefits of the change and the consequences that may occur. As a member of the management team at Home Plus I disagree with the proposal to increase high-end
To start off on the right path, the team must understand what they are working towards. They must be committed to work hard in order to accomplish their goals. Each member should have expectations from everyone and themselves as part of the team.
Building a core team in project management is essential because it encourages shared belief in the importance and the possibility of achieving project goals and objectives. By sharing the vision of the project, to play a key role in ensuring that all team members in order to achieve a similar goal, helping to eliminate potential conflicts of interest during the implementation of the project. Building an important team in project management because it helps team members understand their respective roles in achieving the objectives of the project. Recognition of the role of others is essential in reducing conflicts and facilitate teamwork best practices
It is important to have the whole team involved and every team member should about the status of the project and identify there responsibility towards the project success.