What were the likely choice points where either of them could have done things differently? Provide clear recommendations about how things could have been done differently There were many opportunities for Turner and Cardullo to sit down together to raise and discuss the matters that had caused their individual and growing dissatisfaction throughout the case study. The two major opportunities that I feel would have put the relationship between Cardullo and Turner on a different tangent are: . Tackling sales management At Turner’s interview, Cardullo made some fairly significant key statements. He stated that he: * Firmly believed in management by objectives * Valued good communication among the top executive team * Each manager should run his/her own area with minimal help from other functions * The controller was the guardian of the company’s assets * The need for efficiency and inventory control in production * Control and marketing are the most important functions
Cardullo was expressing his ‘business philosophy’ through this statement, it was these points that demonstrated Cardullo’s expected priorities of the Vice President of Marketing and Sales role and of his direct professional relationship with Turner. This statement was crucial information Turner needed to pay the heed to, but seems to have missed. Cardullo was indicating his own leadership style in this statement.
His inclination is predominately a pacesetting style of leadership, of the six leadership style/behaviours (Goleman 2000; David A. Buchanan 2010), see also Appendix 1, which sets high standards with a ‘do as I do’ attitude, but this leadership style has a negative impact on the climate of the organisation, communication and on personal relationships (Goleman 2000) as indicated to-date by his strained relationships with his peers at Triple S. Cardullo lso displayed coerciveness – Cardullo’s cajoling of Turner to take up the sales role as well as marketing before Turner felt ready; and authoritativeness – he was looking to mobilise a team toward the vision he had for MLI, though he seems to have failed to bring along the whole team; and to some degree affiliativeness – he has tried to build a bond with his new team member; he has undone his work with his pacesetting preference. Turner on the other hand displays more affiliative and authoritative leadership styles (Goleman 2000; David A.
The Review on Leadership Styles Relationship Between Employee And Employee
Introduction Chris Harrison is a self employed contractor. He works out of Newfield New York. He was interviewed on two different occasions about a month apart with the aim of finding out how he felt about his work. During these two interviews a major sociological theme emerged. It was the theme of leadership styles and the relationship between Chris and his workers. Chris believes in treating the ...
Buchanan 2010) and this enables him to bring along the sales team, shown in his ability to harness Tim Kelly. Turner’s disagreement with Chin is more the result of his increasing frustration and lack of resolution of the developing situation with Cardullo. As much as Cardullo had expressed in his business philosophy that he valued communication, he perhaps had a slightly skewed view of what that meant. Reading between the lines Cardullo expected Turner to regularly communicate with him, but the feedback/communication back to Turner was very little and second-hand.
Overriding all of these observations is the expectations each man had of their individual and collective outcomes. Turner’s motivation for taking the role was primarily for the autonomy that he would be afforded and Cardullo had hired Turner because he saw potential in Turner to help him validate the purchase of MLI to the Triple S hierarchy. 2. Attempting to reconcile and Long outbound flight Turners attempt to reconcile prior to the outbound flight to San Diego may have influenced his approach during the flight.
Cardullo struggled with conflict and was perhaps even afraid of its presence, which is underlined in his response to Turner’s question about Cardullo’s expectations of him stating that ‘…. everything was fine and there was nothing to be overly concerned about… ’. Cardullo was conceivably of the school of thought that conflict was something that should be eliminated rather than allowing it to be a catalyst for change (L Andrade 2008).
The Essay on Role Of Nonverbal Communication
Role of Nonverbal Communication There are many different channels of nonverbal communication. They include appearance, facial expressions, tone and volume of the voice, hand gestures, body movements (kinesics), touch (haptics), and personal space. In business, just like in other areas of our lives, it is important not just what one says, but also how it is said, what nonverbal signals are being ...
However, Turner squandered the flight time to San Diego by ‘telling’ Cardullo (in his opinion) of the problems at MLI.
This was an opportunity for Turner to develop a level of communication between the two men by discussing the issues with Cardullo and to ask for Cardullo’s opinion and perhaps direction. Turner, still looking for the autonomy in the role, was perhaps operating reactively (R Radel 2011), feeling that it was necessary to justify his own decisions and leadership at MLI. It may have been that Cardullo had listened to Turner on the flight unwilling to instigate a face-to-face disagreement, however, it is obvious that after some thought and distance Cardullo had reverted back to his understanding of the situation at MLI.
Recommendations For both Cardullo and Turner the conflict or fluctuating shift (L Andrade 2008) that was beginning to arise in these first three months was an opportunity to re-assess the relationship, re-assess the preferred outcomes for both men and initiate a level of communication that is acceptable to both of them. They both have experience in leading and managing teams, having reached their current positions. They both have certain expectations and both have personal pride and gain they hope to achieve in their individual roles as mentioned previously.
When the relationship started to strain, the two men should have each taken the initiative to set a meeting to discuss the relationship and the expectations they each had of the role. Most particularly at the point where Turner was feeling the pressure from Cardullo i. e. at Cardullo’s cajoling, to take on the sales role, where it had previously been discussed and decided that Turner should feel his way into the marketing role before taking on the additional responsibility of the sales role. Word Count: 883 3. How, if at all, should Turner approach Cardullo at the end of the case?
Provide clear recommendations and explain your rationale on the suggested approach. At this point there are really only two approaches Turner can make. Turner should either hand in his resignation, chalk this saga up to experience and move on or, genuinely apologise for the state of the relationship as it stands at the moment and offer Cardullo the opportunity to outline the steps that need to be taken to get the relationship and the marketing and sales position back on track. This is not suggesting that Cardullo was right; it s simply acknowledging Cardullo’s position as President at the company and appealing to his better person. Conflict behaviour is the result of one’s individual’s perception of their own goals against those of the other party (d’Estree 2009); with the lack of communication that has existed between Cardullo and Turner over the last few months there has been no opportunity by either man to understand the motives of the other person. The last time the two men had the opportunity to really talk out the issues – outbound flight to San Diego – it was not handled well by Turner.
The Essay on The Relationship of Communication to Business
Business Revision – Communication The relationship of communication to business objectives and strategy i.e. why is it important? Business goals/objectives and strategies must be clearly communicated to stakeholders. -Internal stakeholders -External stakeholders such as the general public and customers make judgments about a business based on its goals Communication: Communication is essentially a ...
Recommendations It is a clear that Turner needs to explain his own philosophy to Cardullo, as well as his understanding of his mandate at MLI – someone who could take up the responsibility of the role quickly, who was an aggressive, intelligent manager – so that Cardullo can see the ‘heart’ behind the decisions that Turner has made over the last six months. Conflict is fueled by perceived competitive behaviour; and competitive behaviour leads to further competitive behaviour (d’Estree 2009).
For this to diffuse, Turner needs to become more cooperative, which includes being ready to be helpful, requires open communication and a friendly attitude (d’Estree 2009), not the easiest in the given situation. And although this situation is not entirely of Turner’s making, Cardullo’s character is not likely to be the one to make the first move. Cardullo will view any movement from his position as conceding ground and at this point in time will prefer an escalation of conflict leading to severance rather than giving up what he concedes as his vital interests (Levy 2009) i. e. is ‘place’ in the company. For Turner to save his position and rebuild the relationship, he will need to be the one to make the effort. The second key issue of the last six months for Cardullo and Turner has been communication. Although there are many other behaviour’s at play such as leadership, individual motivation, individual personality, social intelligence and company culture, resolving conflict and communication are the two key behaviours that require addressing here; the other issues can be dealt with over time if their communication and conflict can be resolved in this meeting.
The Essay on Team Dynamics And Conflict Resolution
CONFLICT RESOLUTION and TEAM DYNAMICS Throughout the course of life, conflict seems to occur in many facets. From birth and through the childhood years, conflicts come through sibling rivalries and the testing of parental control. As the child grows, conflicts can occur with schoolmates and increase with parents through adolescence. Somehow and in someway, all of us have been able to learn from ...
Cardullo has a history of strained relationships. It is possible that this will not change easily or quickly. Turner does not need to become Cardullo’s best friend or vice versa, but Turner will find it easier to stay in his role if he finds a way to adapt and communicate effectively with Cardullo. Once his relationship with Cardullo improves, his relationships with other company members, e. g. Julie Chin, will also improve.
Cardullo and Turner need to come to some sort of agreement about company territory (John A Vasquez 2009) – delineating this will help both men understand their sphere of authority; articulating territory will benefit Turner the most in that Cardullo will have actively given voice to the delineation. During this meeting both men also need to address how they will each raise concerns and issues with each other, perhaps even setting up a weekly meeting to cover the areas of concern and upcoming decisions.
Hopefully, by the end of this meeting Turner will feel he has scope to both stay in the marketing and sales role and the ability to make decisions pertaining to the role Conclusion Communication was an issue in the early stages of the Cardullo/Turner relationship. There was an expectation from Cardullo that Turner understood and therefore agreed with his business philosophy; in return, Turner was more focused on his gains such as increased autonomy than he was to understanding Cardullo’s modus operandi.
There are many other organisational and individual proficiencies such as social intelligence, personality, leadership that could have been addressed in this assessment. However, the deterioration of the communication leading to an increase in unresolved conflict, which then led to a disintegration of relationships and organisational cohesion, was for this writer the most obvious issue in this case study. As much as all organisational behaviours have a place in an organisation’s configuration, communication is very much the key to maintaining them all. Word Count: 764 References d’Estree, Tamra Pearson. 2009. Problem-Solving Approaches. ” In The Sage Handbook of Conflict Resolution, 143-172. London: Sage Publications Ltd. David A. Buchanan, Andrzej A. Huczynski. 2010. Organizational Behaviour. 7th ed. Essex: Pearson Education Ltd. Goleman, Daniel. 2000. “Leadership That Gets Results. ” Harvard Business Review 78 (2): P78-90. John A Vasquez, Brandon Valeriano. 2009. “Territory as a Source of Conflict and a Road to Peace. ” In The Sage Handbook of Conflict Resolution, 193-210. London UK: SAGE Publications Ltd. L Andrade, DA Plowman, D Duchon. 2008. “Getting Past Conflict Resolution: A Complexity View of Conflict. Emergence: Complexity and Organisation 10 (1): p23 – 38. http://search. proquest. com. dbgw. lis. curtin. edu. au/docview/214150335? accountid=10382. Levy, Jack S. 2009. “Case Studies and Conflict Resolution. ” In The Sage Handbook of Conflict Resolution, 72 – 86. London: SAGE Publications Ltd. R Radel, L Pelletier, P Sarrazin, M Milyavskaya. 2011. “Restoration Process of the Need for Autonomy: The Early Alarm Stage. ” Journal of Personality and Social Psychology 101 (5): 919-934. doi: 10. 1037/a0025196. Part 2: Individual reflection on group and team processes
The Term Paper on Critical Study of the Missionary Work of Francis Xavier in South India
Critical Study of the missionary work of Francis Xavier in South India By Reeju Tharakan Francis Xavier was a Jesuit missionary who worked in India from 1542 to 1552. He came with a firm determination to serve God and people, contributed to the education of children and youth, and worked for “the greater glory of God.” His attitude to and relationship with Portugal colonial power was cordial he ...
Our team was pulled together from the remnants of other teams, some of the team volunteered to move to the new team and some were asked to join for numbers sake. I considered six team members to be a large team, but we managed to co-ordinate ourselves fairly quickly. At our assignment we introduced ourselves and immediately Richard Connan suggested we use his company as the basis of our case study; he felt his situation was a great example of problematic communication. We did request the topic of communication, however missed out and were given the leadership topic instead.
At this point and at a few points over the next few weeks a few of us felt we should have re-evaluated the use of the chosen case study, as Richard’s situation did not really reflect an issue with leadership. I raised the issue with the team again in our second meeting, but the majority of the team then felt we had travelled along the current path too far to change direction, some of the team were completing more than one Masters unit and could not really afford the time to restart their research in light of a new case study. Richard also strongly advocated his case study and despite my reservations we kept going.
The Research paper on Case Study 8.1: His Team Gets the Best Assignments
Case Summary: Jack’s team: • Most creative • Willing to go the extra mile • Gets along well with Carly • Often gets allocated extra resources • Praised for a provocative ad campaign Terri’s team: • Counseled out of an ad campaign • Performs well for the agency • Unhappy with how Carly treats the team • Holds animosity toward Carly • Feels Carly is unfair and favors Jack’s team Julie’s team: • ...
Q: Did your team perform well? If so, why? If not, why not? Webster’s New World College Dictionary de? nes teamwork as “a joint action by a group of people, in which individual interests and opinions are subordinated to the unity and ef? ciency of the group. ”(“Webster’s New World College Dictionary” 2010).
This definition fairly sums up the attitude and effectiveness we had as a team. We did not nominate a single leader, as we all seemed to ‘gel’ quite quickly and find a sort of ‘groove’, which continued through to the presentation.
I would put this down to the fact that most of our group have held or do hold management roles where we spend time negotiating and finding consensus throughout our day-to-day activities. I felt the team performed really well despite the shortage of connection to the case study. Leadership is a broad topic and the team conveyed the essence of the topic to the class in a succinct and understandable presentation. Q: What role did you play in helping the team reach its goal? Richard primarily drove that first meeting on the 02 Feb 2013, as the case study was based on his workplace.
We spent sometime discussing the case study as Richard had described it and looking at the questions that the assessment was asking. Richard had some trouble tying the topic to the case study, so I am very much about passing on information and communicating with any team I work with. If everyone has the same information, we can query and brainstorm and discuss until we come to consensus. This doesn’t work in every team dynamic, but for the most part people like to feel like they are contributing…. As introverted as I am, particularly in a social situation, when there are tasks involved I can become very focused and driven.
I have learned over the years to not immediately be the bossy one, but at a certain point if I sense I/we are not making headway I will move into a driving position so I must admit that I became quite frustrated through the second meeting when it looked like we were still re-hashing previous conversations. I did at that point stand up and I don’t think we really got into the topic and dissecting the case study until the end of the second time we met. Some of the team had spent sometime looking at the assessment and related chapter in Buchannan prior to our first meeting and for some it was being seen for the first time
Q: What were the strengths and weaknesses of your team’s output (what worked well, what could have been done differently etc. ) Strengths – we were all very keen to get the job done and so we came to consensus quickly We all worked really well together. It was agreed that this assignment was worth 20% of our mark and this put the workload into perspective very quickly. We discussed and understood that at different points in time our priorities would shift according to the pressures of both our workplaces and other higher priority assessments, however we carried each other really well at difference points over the five weeks of preparation.
Everyone was keen to communicate, all emails were addressed to everyone so as to keep everyone in the loop and comments were received openly. Looking at the assessment requirements we broke down the tasks and each team member took on a task. This was also represented in our presentation. As a team we were very flexible …. Weakness’ – In our second meeting it was quite obvious that some of the team had struggled to really comprehend to question or perhaps felt overwhelmed by the amount of information available on the topic.
In all the delegated tasks on a project such as this it is important to be answering the same question. Q: What have you learnt about yourself during this unit that will be useful in future group work? It is hard to put a finger on what exactly has been learned through the group work. It is little things that have created a greater awareness of how I personally react/respond to situations, how I handle stress, what my views on leadership and management are and also commonly held practices that I don’t necessarily agree with.
I have known for quite some years that I am very task-oriented and that I deeply value the achievement of goals; I can become incredibly frustrated when I feel team members are inefficient. I work hard to balance this out with the knowledge that no one is perfect, and I also let the team down on occasion. I understand I need to keep this in mind as I think I can really drive a task from a place of frustration rather than from a common-goal perspective. I think I also miss the efforts of others when I become ‘one-eyed’. Q: Anything else you have learned about working in diverse teams? I have learned that I really am introverted.
I really don’t like meeting new people, I struggle with the potential expectation people may have of me, yet I am usually the most task oriented in the group. I also work very hard to communicate with everyone and to make sure everyone is also heard. My instinct and also experience has shown me that this is the best way to get people onboard and moving forward. I love to value people. Criticism only has a place when it is constructive and should be meted out very sparingly. Team members should be treated at the very least as equal and or better than you and most people will reciprocate.
This is something I try always to practice. Dame Elisabeth Murdoch said in a TV interview just before her death that she had primarily lived her life by the motto “Be optimistic and ALWAYS think of others before yourself” (reference unknown) I am so taken with this thought and believe that applying this to a diverse team There were some quite distinct personalities among our group. From a MBTI assessment Word Count: 1000 References “Webster’s New World College Dictionary. ” 2010. In Webster’s New World College Dictionary, edited by John Wiley & Sons, Cleveland, Ohio: Wiley Publishing.
