The third meeting, last week, had ended in chaos. Chris Holden, Karen Jackson, and the distribution director, Carl Simmons, had each planned to present cost cutting proposals, and at first it looked as though the group was making good progress. Chris opened the meeting, proposing a plan for Farecom to cut throughput time by 3% and rawmaterials costs by 2%, thereby positioning the company to compete better on price. It was obvious from his detailed presentation that he had put a lot of thought into his comments, and it was evident that he was fighting a certain amount of nervousness as he made them. "I know I don't have the book smarts of most of you in this room," he had begun, "but here goes anyway." During his presentation, Chris stopped several times to answer questions from the team, and as he went on, his nervousness transformed into his usual enthusiasm. "That wasn't so bad!" he laughed to himself as he sat down at the end, flashing a grin at Jonathon. "Maybe we can turn this old ship around." Karen Jackson had followed Chris. While not disagreeing with him - she praised his comments, in fact - she argued that Farecom also needed to invest in new artists, pitching its competitive advantage in better design and wider variety. Unlike Chris, Karen had made this case to Farecom's top executives many times, only to be rebuffed, and some of her frustration seeped through as she explained her reasoning yet again. At one point, her voice almost broke as she described how hard she had worked in her first ten years at Farecom, hoping that someone in management would recognize the creativity of her designs. "But no one did," she recalled with a sad shake of her head. "That's why when I was made director of the department, I made sure all the artists were respected for what they are - artists, not worker ants. There's a difference, you know." However, just as with Chris Holden, Karen's comments lost their defensiveness as the group members, with the exception of Phillip, who remained impassive, greeted her words with nods of encouragement. By the time Carl Simmons of distribution started to speak, the mood in the room was approaching buoyant. Carl, a quiet and meticulous man, jumped from his seat and practically paced the room as he described his ideas. Farecom, he said, should play to its strength as a service-oriented company and restructure its trucking system to increase the speed of delivery. He described how a similar strategy had been adopted with excellent results at his last job at a ceramics plant. Carl had joined Farecom just six months earlier. Using the information from the case along with appropriate theories, how would judge the leadership qualities of Jonathon as it relates to motivating his team? a. Ensure to evaluate and apply, the most relatable approach(es) to motivation covered in unit 3 that Jonathon can deploy to address team problems in order to get the most out of the new team. 2. Use the information from the case along with appropriate theories that you have studied in this course and evaluate the three most important characteristics Jonathon’s team should have in order to facilitate team cohesiveness. 3. If you were in Jonathon’s position, what you would do to facilitate group development at this stage.