As the director of strategy at Farecom, a regional fibre glass manufacturer, Jonathon spent all his time trying to get his new team to make it through a meeting without the tension level becoming unbearable. Six of the top-level managers involved seemed determined to turn the company around, but the seventh seemed equally determined to sabotage the process. Forget camaraderie. There had been three meetings so far, and Jonathon hadn't even been able to get everyone on the same side of an issue. Farecom, Inc., was in trouble-not deep trouble, but enough for its CEO, Tom King, to make strategic repositioning Jonathon's top and only task. In the last 15 months, though, sales and earnings had flattened. You have one responsibility as Farecom's new director of strategy," Tom had said to Jonathon on his first day. "That's to put together a team of our top people, one person from each division, and have a comprehensive plan for the company's strategic realignment up, running, and winning within six months." Jonathon had immediately compiled a list of the senior managers from human resources, manufacturing, finance, distribution, design, and marketing, and had set a date for the first meeting. Then, had carefully prepared a structure and guidelines for the group's discussions, disagreements, and decisions, which he planned to propose to the members for their input before they began working together. Jonathon imagined he might get some resistance from one or two members. For one, he had been worried about Chris Holden of manufacturing. Chris usually didn't say much around Faresom's executives, citing his lack of higher education as the reason. Jonathon had thought the team atmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from Karen Jackson of the design division, who was known to complain that Faresom didn't appreciate its six artists. Ironically, both those fears had proved groundless, but another, more difficult problem had arisen. The wild card had turned out to be Phillip. Tom King had confirmed his impressions, telling him that Phillip "had the best mind" at Farecom. "Phillip is the future of this company," Tom King had told Jonathon. "If he can't help you, no one can. I look forward to hearing what a team with his kind of horsepower can come up with to steer us away from the mess we're in. Those words echoed in Jonathon's mind as he sat, with increasing anxiety, through the team's first and second meetings. Though Jonathon had planned an agenda for each meeting and tried to keep the discussions on track, Phillip always seemed to find a way to disrupt the process. Time and time again, he shot down other people's ideas, or he simply didn't pay attention. He also answered most questions put to him with maddening vagueness. The help wouldn't last, though; Phillip would quickly revert to his role as team renegade. The third meeting, last week, had ended in chaos. Chris Holden, Karen Jackson, and the distribution director, Carl Simmons, had each planned to present cost cutting proposals, and at first it looked as though the group was making good progress. Chris opened the meeting. Karen Jackson had followed Chris. While not disagreeing with him - she praised his comments, in fact-she argued that Farecom also needed to invest in new artists, pitching its competitive advantage in better design and wider variety. However, just as with Chris Holden, Karen's comments lost their defensiveness as the group members, with the exception of Phillip, who remained impassive, greeted her words with nods of encouragement. By the time Carl Simmons of distribution started to speak, the mood in the room was approaching buoyant. It was when Carl began to describe those results in detail that Phillip brought the meeting to an unpleasant halt by letting out a loud groan. "Let's just do everything. English (United States) irds minutes later, he excused himself, saying he had another meeting. Soon the others made excuses to leave, too, and the room became empty. No wonder Jonathon was apprehensive about the fourth meeting. He was therefore surprised when he entered the room and found the whole group, save Phillip, already assembled. Ten minutes passed in awkward small talk, and, looking from face to face, Jonathon could see his own frustration reflected. He also detected an edge of panic just what he had hoped to avoid. He decided he had to raise the topic of Phillip's attitude openly, but just as he started, Phillip ambled into the room, smiling. "Phillip, I'm glad you're here, Jonathon began, "because I think today we should begin by talking about the group itself-"Phillip cut Jonathon off with a small, sarcastic laugh. "Uh-oh, I knew this was going to happen," he said. Before Jonathon could answer, Chris Holden stood up and walked over to Phillip, bending over to look him in the eye. "You just don't care, do you?" he began, his voice so angry it startled everyone in the room. Everyone except Phillip. "Quite the contrary-I care very he "I just is should be brilliant idea never came out of a team. Brilliant ideas come from brilliant individuals, who then inspire others in the organization to implement them." "That's a lot of bull," Chris shot back. "You just want all the credit for the success, and you don't want to share it with anyone." "That's absurd, Phillip laughed again. "I'm not trying to impress anyone here at Farecom I don't need to. I want this company to succeed as much as you do, but I believe, and I believe passionately, that teams are useless. Consensus means mediocrity. I'm sorry, but it does." "But you haven't even tried to reach consensus with us," Karen interjected. It's as if you don't care what we all have to say. We can't work alone for a solution - we need to understand each other. Don't you see that?" The room was silent as Phillip shrugged his shoulders noncommittally. He stared at the table, a blank expression on his face. It was Jonathon who broke the silence. "Phillip, this is a team. You are part of it," he said, trying to catch Phillip's eye without success. "Perhaps we should start again-Phillip stopped him by holding up his cup, as if making a toast. "Okay, look, I'll behave from now on," he said. The words held promise, but he was smirking as he spoke them-something no one at the table missed.. "Listen, everyone, I know this is a challenge," Jonathon began, but he was cut short by Phillip's pencil tapping on the table. A moment later, Chris Holden was standing again. "Forget it. This is never going to work. It's just a waste of time for all of us," he said, more resigned than gruff. "We're all in this together, or there's no point." He headed for the door, and before Jonathon could stop him, two others were at his heels 1. Using the information from the case along with appropriate theories, how would judge the leadership qualities of Jonathon as it relates to motivating his team? a. Ensure to evaluate and apply, the most relatable approach(es) to motivation covered that Jonathon can deploy to address team problems in order to get the most out of the new team. (Ctrl)- eg

Nelson Rossman, CookiePalooza's team lead for the GourmetShoppe account, sat at his table, shaking his head. He wasn't sure what had just happened. The morning meeting had been going so well. Lisa Fastturn, the VP of Sales for CookiePalooza, had held Nelson and his team up as real go-getters for their outstanding delivery performance of CookiePalooza's top-selling cookie—Chocolate Marvel—to the firm's second largest customer: GourmetShoppe. All of the key metrics—on-time delivery, complete orders shipped, and fill rates—had been top notch. Lisa had, however, placed extra weight on the team's inventory-to-sales ratio of .08. Getting lean was a top strategic priority. And nobody had a better inventory-to-sales ratio. Then, just before breaking for lunch, Lisa threw down the gauntlet. Out of nowhere Lisa said, "When we come back from lunch, Nelson will explain why the inventory-to-sales ratio for Caramel Cruize cookies is so high. I'm still struggling to understand how the GourmetShoppe…

You are the manager of both John and Martha.  John has a resentment toward Martha.  John has been monitoring Martha's every move for about 3 months, but you just found out about it last week.  John watches when Martha gets to work, how long she takes for lunch and whether or not she gets better assignments.  John isn't very polite to Martha, and sometimes makes inappropriate comments to Martha. John thinks Martha is lazy and not a team player.  You are tired of hearing all of the minor complaints from John.  You want to tell him to 'grow up and mind his own business'.  However, you know that won't be the best course of action.  Fortunately, you have taken MBA OB and instead, you decide to use empathy to approach John.  You ask John to come to your office, and you close the door so you can have a private conversation. You say 'Thanks for coming to meet with me John'.  Using the EAR model, write the first three sentences that you would say to John: