1.

For this case, there are a few mistakes Alex has already made in developing
a team-based organization. First of all, this type of decision is not one that
can be made quickly as team based organization is a process by itself, if fact,
the planning should take place in two phases: making the decision and
preparing for implementation. Before making the decision, Alex should have
discussed it with top management to establish the leadership for the change,
developed a steering committee, and conducted a feasibility study. As team
based organizational structure focus on achieving objectives together. These
steps are necessary to ensure that the work processes within the company are
conclusive to team use, that the employees are willing to work in teams, As
we educate members and staff about their mission and their role it ensure
that the team has a goal to achieve together and if managers are willing to
learn and apply a hands-off managerial style. Alex should have addressed
these issues before reaching his decision and then prepared for
implementation. This includes: clarifying the mission, selecting the site for
the first work team, preparing the design team, planning the transfer of
authority, and drafting the preliminary plan. Alex should have taken all of
these steps before deciding to switch to a team-based organization.

The mistakes that Alex has made in developing a team-based organization

are the following:
1. This is not a decision that you can made quickly. He should have used the
POLC principle – planning, organizing, leading and controlling, more
exactly, the planning should take place in two different phases: planning the
decision and organizing for implementation.
2. Team work means „we” not „me”. Alex should have discussed this idea
with top management in order to establish the leadership change and the
feasibility study of the project. He failed to develop relations between team
members.
3. In order to make an efficient team, Alex had to establish those key
features: establish clear and accepted tasks for the team; involvement
encouraging; efficient communication; he failed to do this
4. Teams, not individuals make the difference – meaning that Alex should
have addressed these issues before reaching his decision and then prepared
for implementation. Alex should have taken all of these steps before
deciding to switch to a team-based organization
2. If I were a consultant for Alex, 1 would advise him to go back and go
through all of these steps and to then decide if he still wanted to switch to a
team based-company. During the preparation for implementation, 1 would
suggest to him that he develop a mission statement that expresses the
purpose of the teams and summarizes the long-range benefits he hopes to
gain; this must also be consistent with the company's strategy. It should also
set the parameters and boundaries within which the change will take place.
Next, I would tell Alex he needs to advise his steering committee to decide
where the first team will be implemented. The best site is one that includes
workers from multiple jobs, one where improving performance is feasible,
and one where the workers are open to the change. After the mission
statement has been developed and the initial sites have been chosen, I would
tell Alex to advise his steering committee to set up the team that will design
the other teams. This team should he a select group of employees,
supervisors, and managers who will work out the staffing and operational
details to make the teams perform well. I would stress to Alex that
considering the composition of the teams is one of the most important
decisions throughout this process. Next, I would advise Alex to transfer
authority from managers to team members. This step can take up to several
years and is the most imperative and difficult part and is basically a cultural
change for the company. The last step I would advise Alex to take is to write
a tentative plan for the initial work teams. This plan is used as a map
throughout the transformation and will act as a guiding force. It should
recommend a process for selecting people who will be on the first teams,
describe roles and responsilibilites for those who will be affected, explains
the training that will be needed, specifically identifies which work processes
will be involved, and lays out a schedule for the next two to three years. As a
consultant I would stress to Alex that this change should not be taken lightly
and the entire organization needs to be prepared for this change.
3. Using the organization chart of Evans RV Wholesale Supply and
Distribution, describe how you would put the employees together in teams
CEO 8: President —I*Vice President-—l* GM—PManagers-Ir Sales team
Evans RV Wholesale Supply and Distribution Company sells parts,
equipment, and supplies for recreational vehicles-motor homes, travel
trailers, campers, and similar vehicles. in addition, Evans has a service
department for the repair and service of RVs. The owner, Alex Evans,
bought the company five years ago from its original owner, changed the
name of the company, and has finally made it portable, although it has been
rough going. The organization is set up in three divisions: service, retail
parts and supplies, and wholesale parts and supplies. Alex, the owner, CEO,
and president, has a vice president for each operating division and a vice
president of finance and operations. The organization chart shows these
divisions and positions. In the warehouse there are three groups: receiving
(checking orders for completeness, returning defective merchandise,
stocking the shelves, filling orders), service parts, and order filling for
outgoing shipments. The warehouse group is responsible for all activities
related to parts and supplies receiving, storage, and shipping. The retail sales
division includes all functions related to selling of parts and supplies at the
two stores and in the mobile sales trailer. Personnel in the retail division
include salespeople and cashiers. The retail salespeople also work in the
warehouse because the warehouse also serves as the showroom for walk-in
customers. In the service department the service manager supervises the
service writers, one scheduler, and lead mechanics and technicians. The
service department includes the collision repair group at the main store and
the service department at the satellite store. The collision repair group has
two service writers who have special expertise in collision repair and
insurance regulations. Two drivers who move RVs around the "yard" also
work in the service division.