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(1)Who holds what leadership responsibilities in the team? What are the major issues with the team leadership in this team?
Jack Fogel is the project leader, Valerie Merz is the project manager,
and Karen Baio handles regulatory affairs. Dipesh Mukerjee is manager
of software development, Bret O’Brien is the senior engineering manager,
and Aaron Gerson is a scientist. Jack possesses an inability to conduct
productive team meetings. He takes time to meet with members in small
groups or individually, but he fails to bring the team together. Valerie
Merz and Karen Baio have issues with other group members. They view
certain members as keeping them from effectively doing their jobs.
Valerie and Karen fail to bring their emotions in check. Little is known
about Dipesh’s performance as a leader aside from his delay issues and
inability to effectively communicate with the other members. Bret
O’Brien and Aaron Gerson keep to themselves and are at odds with other
group members like Valerie and Karen.What power sources does each team member in the team have?
Jack Fogel’s power source is his role as project leader. Karen Baio’s
power source is the regulations controlling product development. Valerie
Merz and Dipesh source their power from their experience managing
projects and developing medical software, respectively. Bret and Aaron
draw power from the knowledge of their departments and their time with
MediSys.How did O’Brien try to influence the team to meet his objectives? What other ways did each team member exert their influence?
O’Brien threatened to leave the team in an e-mail to Jack Fogel
regarding Valerie’s conflict with him over the modulation of the
product. O’Brien disagreed with the modular design and disliked
Valerie’s communication skills so he offered an ultimatum to meet his
objectives. Valerie attempted to influence the team by voicing her
concerns regarding the team’s productivity. She tried monitoring staff
members to make sure they focused on the project instead of other tasks.
Jack Fogel was very relaxed in his leadership role with little interest
in reprimanding team members for poor performance or in organizing full
team meetings to make sure everyone was on the same page and solve any
problems. Dipesh attempted to reach out electronically regarding his
delays, however no one replied. Karen, like Valerie, was vocal regarding
her concerns of the ability to effectively test the product before
release. She attributed this concern to her disagreements with Dipesh
and Valerie. Aaron had little concerns over the finished product, but
expressed skepticism over the effectiveness of Dipesh’s outsourcing
strategy.(2)Who holds what leadership responsibilities in the team? What are the major issues with the team leadership in this team?Leadership
is the ability to influence a group toward the achievement of a vision
or set of goals. According to the case: There was no clear defining of
duties for which each team member was responsible for other than the
current role they served.Jack Fogel the Senior Production
Manager and the project leader was focusing on the production aspects
rather than the entire project and his role as a team leader. Fogel did
not have any consideration of any of the team members and none of the
team members report to him.Valerie Merz is the Marketing
Manager and the Business, and the profit/loss leader in the project. She
did not have a legitimate power over the technical teams, but felt she
needs to have control over the team since Jack is not being effective in
his role.Bret O’Brien is the Senior Engineering Manager and
the leading engineer on the project. O’Brien, is a negative influencer
as he would speak frequently with Fogel complaining about Merz.Major issues with team leadership on this team:Weak LeadershipLack of communication, respect, and trust among team membersNegative Perceptions towards each otherPersonal agendasWhat power sources does each team member in the team have?Legitimate and Formal Power/ Jack FogelBased
on his position as the project leader. Fogel for example, had a
legitimate power over the team but he did not optimize it or tried to
control the team as he was only focused on his area.Expert and Personal Power/ Valerie Merz
Based on her unique characteristics. Merz lacked the legitimate power
since no one in the team was reporting to her, but her desire to control
and experience in managing product developing teams gave her personal
and expert power.Coercive Power/ Bret O’BrienBased on his use of negative influence. O`Brien tried to influence Fogel through the continuous complaining about Merz.How did O’Brien try to influence the team to meet his objectives? What other ways did each team member exert their influence?O`Brien
tried to meet his objective through creating personal relationships.
For instance, O’Brien and Fogel were communicating frequently regarding
issues, they were aligned together and this led to lack of cohesion
between the team members. O’Brien used to complain with Fogel about
Merz. Likewise, O’Brien created a group within the team. He used to
express issues and concerns with his group before the general meeting
with the rest of the team members. He used this to be the dominant and
gain support from other team members before the general. Furthermore,
Merz’s desire to control resulted in an aggressive behavior that made
the team members feel uncomfortable in the meetings. Fogel, did nothing
to influence the team members as he was too focused on details which in
return gave the team members the freedom to focus on their personal
goals.(3)Who holds what leadership responsibilities in the team? What are the major issues with the team leadership in this team?Art
Beaumont is the president of MediSys, and official leader of all
projects, including IntensCare. Jack Fogel is the Senior Production
Manager and IntensCare Project Leader. Valerie Merz is the Marketing
Manager and IntensCare Business Leader. Bret O’Brien is the Senior
Engineering Manager and Dipesh Mukerjee is the Software Design Manager.Team
Leadership is severely lacking for the IntensCare project. Because the
team consists of managers from other departments, no one wants to give
up full power and come to the table with an open mind. All members of
this team were leaders in their respective departments for various
lengths of time. After being accustomed to a leadership position for
long, it may have been hard for them to come to together to work as a
group, especially since they were from different departments and
specialties. No one wants to give up anything and the pressure from the
deadline is causing a hostile and tense work environment, decreasing
efficiency and efficacy. It is important to note that none of the team
members demonstrate consideration for one another or have an
employee-oriented attitude. There is no clear initiating structure.
These behavioral theories of leadership are lacking and cause the
symptoms we defined in previous weeks like lack of communication and
lack of group cohesion.What power sources does each team member in the team have?All
members have expert power in their individual disciplines. Power can be
divided into two categories: formal and personal. Formal power is based
on an individual’s position in an organization. It can come from the
ability to coerce or reward, or from formal authority. Personal power
comes from an individual’s unique characteristics. There are two bases
of personal power: expertise and the respect and admiration of others.Art
Beaumont, Valerie Merz, and Jack Fogel wield formal power, since they
were placed in their respective positions. Bret O’Brien and Dipesh
Mukerjee both wield personal power due to their expertise. You can also
argue that Valerie Merz holds personal power due to her previous
experience and personal investment in the profit/loss of IntensCare.
Mukerjee jumps on the outsourcing because of his experience. Merz also
has past leadership in her previous jobs. O’Brien holds power from his
expertise. The latter three demonstrate this power in their behavior
towards the team.How did O’Brien try to influence the team to meet his objectives? What other ways did each team member exert their influence?O’Brien
becomes very petty and gives Fogel and ultimatum – get Merz off his
back or he’ll quit. He tries to inundate Fogel with all the setback and
problems the team is having in order to call off the meeting and go
directly to their bosses to “give them the straight story”. Everytime
O’Brien is approached with something, he brushes it off with an excuse.
The concerns are either not important enough or secondary to his
problems. This leaves the team in a situation where O’Brien’s needs are
prioritized first. Another example of a team members exerting their
influence is Mukerjee. From the get go, he outsourced the software
design and development to India without consulting anyone on his team.
He used his personal power source and decided to go above the team’s
needs. We have seen and discussed the negative effects of this decision
in previous weeks.

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