COURSE: LEADERSHIP, ENGAGEMENT, AND PEOPLE PERFORMANCE

CASE STUDY: THE TEAM THAT WASN’T

Project Submission

Student Name: G Nikitha Nayak

Question I A brief summary of the major leadership and team problems at FireArt:
1. Lack of Motivation:
The motivational level of the team members is very low. This has caused due to
several issues faced by the team. This is further decreasing the overall
efficiency performance of the team to a considerable extent.
2. Difference in Contextual Backgrounds:
Eric selected the team members of different contextual backgrounds. This has
increased the overall conflicts among the team members as each member in the
team has different cultural and ethical values, which gives rise to conflicts
among the team members.
3. Lack of conflict resolution techniques:
Eric is unable to use conflict resolution techniques efficiently and effectively in
order to resolve the rising conflicts among the team members.
4. Lack of rewards
There is no rewarding structure in the team, neither monetary nor non-
monetary, this has decreased the overall motivational level of team members,
which has further decreased the overall level of commitment and dedication
among the team members.
5. Lack of creativity:
There is a lack in creativity among the team members, as they are unable to
generate fresh ideas as well as they are also unable to exploit new and
unidentified opportunities.
Question II 1. 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)
a. Intrinsic motivators and its elaboration
b. Extrinsic motivators and its elaboration

Introduction:

Planning and execution of business activities are highly dependent on the nature of
individuals within a team; the Motivational level of individual team members within a
team has a significant impact on the overall team outcome. For instance, the FireArt
team was responsible for executing actions used to examine the organization within the
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.

1) 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 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.

A. Autonomy:

Autonomy is an intrinsic factor that will take multiple forms. It must improve on
engagement in the workplace. It is one of the satisfying aspects of an individual's
performance. The CEO can create autonomy through various ways, i.e., communicate a
clear vision to the team, give them tools to work, take a step back, wait for employees
to work, and support the professional judgment.
 B. 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. In addition, they can take steps and give up some control managerial controls
to ensure team autonomy is guaranteed. Their Fir art team might be interested in
continued development instead of their salary.

2) Extrinsic motivators:

Extrinsic motivators involve an employee completing a task because of outside forces

such as receiving a reward or fear of punishment. This type of motivation is more
beneficial because it can motivate employees to complete unpleasant tasks. Examples
of extrinsic motivators include.

A. Competition for money:

To motivate employees, the CEO can promise the team some money to ensure they
commit themselves to the project. I.e., the best performing employee can be given a
certain amount, the second and third best performing.

B. 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 C. 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
b. 2 instances of commitment dysfunction and its
evaluation

A) 2 instances of conflict dysfunction:

• The first evidence of conflict dysfunction was when Ray and

Randy clashed over team consensus. Ray asserts that teamwork
never occurred, whereas Randy describes consensus as
mediocre.
• The second instance of conflict dysfunction is Randy’s
negative attitude and unprofessionalism. 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 individuals are better at doing great work
rather than a team effort. He was full of ego and continuously
put down the ideas of his team mates.
• There was always a conflict of interest from Randy’s side
which created negativity among the team a good amount of
trust within team members could not be built Eric was passive
and did not address the issues developing in the team in time.
Due to a lack of dispute resolution techniques, the team
becomes demotivated and unproductive.
B) 2 instances of commitment dysfunction

• 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.
• He also answered most of the questions put to him with
maddening vagueness. “I will have my assistant look into it
when he gets a moment” he had answered when one of the team
then Ray stood up and said,” Forget it. This is never going to
work. It’s just a waste of time for all of us.” This basically
indicated that there was a lack of commitment from the
stakeholders of the team.
• Maureen, focused on her frustration and grievances rather than
cost-cutting pitch. The crew was not defensive of one another’s
thoughts or ideas during presentations. Rather than committing
to the best solution, they sought consensus. Ray’s criticism of
Randy already demonstrated his acceptance of failure.
• Eric is a 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 meetings.
Question IV D.
a. Analyse Jack Derry as an inspirational leader of his
organisation under sensing, relating, visioning and
executing (100-150 words)
b. Recommend any changes or alternative steps that Jack
Derry could have taken to be a more effective leader
(100-150 words)

A) Jack derry’s Analysis:

a) Sensing:
• Jack has clear understanding of his other different team
member`s goals, roles, responsibilities and competencies.
• Knows internal operating of the team members and their
potential and talent to deliver, that within the right time will
result in the upliftment of the organization within the close to
future to bigger heights.
• Aware of data around however lost on behavioral aspects of
Randy.
• Jack conjointly understood that company required an honest
team and an honest strategy to enhance performance.

b) Relating:
• Jack Derry has engineered his relationship with members and
has reinforced his networking so as to be an honest leader.
Mutual trust, courtesy and respect.
• He ought to pay beyond regular time with Eric rather than
exploit it to Eric to work out everything.
 • He knew a way to strategically reposition Eric. However,
however those dynamics would have clothed may are planned
higher.

c) Visioning:
• A visionary may be a person with sensible leadership qualities
World Health Organization goes on the far side live to form an
organization reach its milestone.
• Jack was quite clear along with his vision for the corporate - he
needed to enhance company’s performance and hence he placed
Eric to place along a team to assist him do constant.
• Jack Derry clearly foresees the challenges and gets or
encourages Eric to works towards it with a determination which
is able to or ought to yield positive results.

d) Executing:
• A leader must have precise execution plans to induce sensible
results.
• Execution is all concerning mastering the idea to show plans
into substantive and profit yielding results and conjointly
involves the team members to figure towards constant.
• Jack may have had a far better open speech communication
with all the seniors World Health Organization eventually
became a part of Eric’s team. He was successful in mobilizing
a team to work on the issues to achieve growth.

b) Changes and alternative steps:

• Jack may have some open table discussion with the team
members.
• Electoral by Eric completely different opinion in open forum.
• Define role of Randy as team participant of his brilliancy
instead of confirming as H.P.
• Do daily meetings with Eric and take regular feedback of team
members.
• Provide a lot of space to Eric on Randy purpose of read in
organization.
• Bringing all together as a collective effort of all team members
for betterment for the organization.
• Discuss performance matrices of the project.
• He should have taken few critical decisions soon rather than
waiting for other’s opinions.
• Provide motivation to team members.