COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission Template

Student Name: sunita

Question I 1. A brief summary of the problems faced by FineArt (100- 150

words)
Ans:- Following are the problems that are detected in
the tean of FineArt:
FineArts allows a belief of fear and fulfilling self-
Interest than functioning as a unit .Lack of engagement
from top authority with the division heads except
Randy,and unawareness of the current trends,
competion,and market condition are the main ossues in
the FineArts.
 FineArt’s sales in the last 18months have been flattenad.
 Business at FineArts goes down because of the members not
operating during a team formation.
 Everybody was having their visions as they react in team
meeting.
 Large National glassmaking Industry begun to enter FinArt’s
niche market and have superior resources and technology and
within time this competitor will dominate Fireart’s market.
 Everyone except Randy’s total disregard to work with a team
because of his ideology that “A brilliant idea never came out of
a team. Brilliant ideas come from brilliant individuals, who then
 inspire others in the organization to implement them.”

Question II 2. List and elaborate on two ways which Eric Holt and CEO Jack
Derry can take in order to intrinsically and extrinsically
motivate the team.  (200 – 250 words)
Ans:-
The FireArt team was responsible for executing
actions used to examine the organization within
six months.
Unfortunately,the responsible team is
demotivated individually and the team as
aggregate. It means that Eric Holt and the CEO
Jack Derry must look into the issue and address
the team Motivations. The two can use intrinsic
and Extrinsic motivators to address the whole
point.
a. Intrinsic motivators
Intrinsic motivation leads to employees doing a
given task because it will reward them.In this
case ,employees already know that there will be
direct rewards after completing such as a task.
These kinds of motivation factors are made to
bring about achieving long -term objectives. The
CEO can use the following Intrinsic factors to
motivate the team.
2. Autonomy
Autonomy is an intrinsic factor that will take multiple
forms. It must improve on engagement in the
workplace.The CEO can create antonomy through
 various ways like as communicate a clear vision to the
team, give them work , take a step back ,wait for
employees to work, and support the professional
judgment.
3. Mastery
It is an intrinsic motivator that involves getting better at
something that matters, It means doing the best of things
you like and doing them perfectly.The Ceo can bring
about mystery motivation by giving team members a
10% of their time to do the project.Their FIREART
team might be interested in continued development
instead of their salary.
B)Extrinsic motivator
Extrinsic motivators involve an employee completing
a task because of outside force such as receving a
reward or fear of punishment .This type of motivation is
more beneficial due to it can motivate employees to
complete unpleasant task. Example of Extrinsic
motivators include.
4. Competition for money
To motivate employees, The CEO can promise the team
some money to ensure they commit themselves to the
projrct for the best performing employees can given a
certain amount ,the second and third best performing.
5. Frequent flyer rewards
In this case, the CEO can promise employees to take
them out for a tour and visit several places of choice
upon completing the specific task. In this
case ,employees will be highly motivated and take the
 project and do the expected.

Question III 3. Evaluate the 'conflict' and 'commitment' dysfunction of the

FineArt team quoting two strong instances from the case study
(150-200 words)
a. 2 instances of conflict dysfunction and its evaluation
Ans:-

 The first proof of conflict dysfunction was when Ray

and Randy clashed over team consenus.Ray asserts that
teamwork never occurred ,whereas Randy describes
consensus as general.
◦ The second instances of conflict dysfunction is Randy’s
negative attitude and uncommercial. According to the
case study,randy was tapping his pen and disrupting the
meeting, and he arrived late.Maureen and Eric’s
opposition to him at the time is an excellent example of
conflict dysfunction.
◦ Randy believed that people are better at doing great
work rather than a team effort.
◦ There was always a conflict of interest from Randy’s
side which create negativity among the team a good
amount of trust within team members could not built
Eric was passive.Due to lack of dispute resolution
techniques, the team becomes demotivated and
 unproductive.
b. 2 instances of commitment dysfunction and its
evaluation
Ans:-
 Randy’s pencil -tapping on the table.Randy did not seem
committed at all and this was evident in the fourth
meeting , where in which Eric began the meeting
. It was cut short by Randy’s pencil-tapping on
the table.
◦ Maureen ,focused on her frustration and grivances rather
than cost -cutting pitch.
◦ Eric is attempting to impose an agenda on the members,
Ray is unable to speak up due to his complexes.Randy’s
lack of interest or disruptive behavior during meeting.

Question IV
a. Analyse Jack Derry as an inspirational
leader of his organisation under sensing, relating,
visioning and executing (100-150 words)
Ans:-
1. Sensing
◦ Jack has clear understanding of his other different team
member’s goals, roles,responsibilities and
 competencies.
◦ Aware of data around however lost on behavioral
aspects of Randy.
◦ Jack understood that company required an honest team
and an honest strategy to enhance performance.
2. Relating
◦ Jack Derry was very low on the relating aspect of
leadership.
◦ He ought to pay beyond regular time with Eric rather than
exploit it to Eric work out everything.
◦ He knew a way to strategically resposition Eric .However,
those dynamics would have clothed may are planned higher.

3. Visioning

◦ Jack derry could do a chunk more when it came to

visioning .His plan for coming up with a plan for company
‘s strategic running.
◦ He could have taken Hoshine planning approach.He did
take a right decision by appointing Eric , foreseeing the
challenges that were in existence.
4.Executing
 Jack was satisfactory when it came to execution part
of leadership.
 He was successful in mobilizing a team to work on the
issues to achieve growth.
 Jack may have had far better open speech
communication with all the seniors WHO eventually
became a part of Eric’s team.
b. Recommend any changes or alternative steps that Jack
Derry could have taken to be a more effective leader
(100-150 words)
Ans:-
◦ Jack Derry should explain the objective to Eric.Jack
may have some open table discussion with team
members .
◦ Implementing organization wide Hoshin Kanri process.

◦ Do daily meeting with Eric and take regular feedback of

team members.
◦ Provide motivation to team members.

◦ Discuss performance matrices of the project.

◦ He should aggressive demand Minutes-of-Meeting of
progress from Eric,which can be employed to create a
sense of urgency.