They had begun to enter Farecom’s niche, Tom had told Jonathon, and, with their superior resources, it was just a matter of time before they would own it. “You have one responsibility as Farecom’s new director of strategy,” Tom had said to Jonathon on his first day. “That’s to put together a team of our top people, one person from each division, and have a comprehensive plan for the company’s strategic realignment up, running, and winning within six months.” Jonathon had immediately compiled a list of the senior managers from human resources, manufacturing, finance, distribution, design, and marketing, and had set a date for the first meeting. Then, drawing on his years as a consultant who had worked almost solely in team environments, Jonathon had carefully prepared a structure and guidelines for the group’s discussions, disagreements, and decisions, which he planned to propose to the members for their input before they began working together. Successful groups are part art, part science, Jonathon knew, but he also believed that with every member’s full commitment, a team proved the adage that the whole is greater than the sum of its parts. Knowing that managers at Farecom were unaccustomed to the team process, however, Jonathon imagined he might get some resistance from one or two members. For one, he had been worried about Chris Holden of manufacturing. Chris was a giant of a man who had run the furnaces for some 35 years, following in his father’s footsteps. Although he was a former high school football star who was known among workers in the factory for his hearty laugh and his love of practical jokes, Chris usually didn’t say much around Farecom’s executives, citing his lack of higher education as the reason. Jonathon had thought the team atmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from Karen Jackson of the design division, who was known to complain that Farecom didn’t appreciate its six artists. 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.
They had begun to enter Farecom’s niche, Tom had told Jonathon, and, with their superior resources, it was just a matter of time before they would own it. “You have one responsibility as Farecom’s new director of strategy,” Tom had said to Jonathon on his first day. “That’s to put together a team of our top people, one person from each division, and have a comprehensive plan for the company’s strategic realignment up, running, and winning within six months.” Jonathon had immediately compiled a list of the senior managers from human resources, manufacturing, finance, distribution, design, and marketing, and had set a date for the first meeting. Then, drawing on his years as a consultant who had worked almost solely in team environments, Jonathon had carefully prepared a structure and guidelines for the group’s discussions, disagreements, and decisions, which he planned to propose to the members for their input before they began working together. Successful groups are part art, part science, Jonathon knew, but he also believed that with every member’s full commitment, a team proved the adage that the whole is greater than the sum of its parts. Knowing that managers at Farecom were unaccustomed to the team process, however, Jonathon imagined he might get some resistance from one or two members. For one, he had been worried about Chris Holden of manufacturing. Chris was a giant of a man who had run the furnaces for some 35 years, following in his father’s footsteps. Although he was a former high school football star who was known among workers in the factory for his hearty laugh and his love of practical jokes, Chris usually didn’t say much around Farecom’s executives, citing his lack of higher education as the reason. Jonathon had thought the team atmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from Karen Jackson of the design division, who was known to complain that Farecom didn’t appreciate its six artists.
- 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.
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