PROJECT ORGANIZATION AND LEADERSHIP

Project Organization and Leadership



Introduction

Fire art's team is in a human resource crisis because; first, the work performance of the assembly is underneath expectation because they have not achieved their sole mission. The second issue that is seriously incorrect with Fire art's groups is poor quality of work life for the respective team members as most of them are not satisfied with their own performances. Also, the company's distribution channels were not productive sufficient to contend with consumer needs as they were not speedy (the latter was emphasised by Carl). Additionally, its promotional strategy was out of melody with the way the business natural environment because the company required offering special packages such discounts to its clientele. Pricing was also an issue as suggested by the controller of sale and marketing. He claimed that they required gazing for a way of chopping their throughput and raw materials in alignment to contend on the basis of price. His suggestions inferred that the company was underperforming in this realm.

The delegated assignment from senior management is not employed be obliged to the fact that the assembly has failed to reach consumes on the way forward. Their overall purpose was to restructure Fire art in alignment to make the company more productive in its business environment. This form does not seem productive be obliged to the fact that the respective team has not internalized its team mission. Besides this, they are also having problems in achievement of goals. Most of the team members manage no seems empowered and there is lack of honest communication between them. Lastly, the team is not ruled by positive norms and roles.

Moving from New York City to the Midwest, Eric Holt has lately taken a new job as the controller of strategy at a regional glass manufacturer named Fire Art Inc. The CEO of the company, Jack Derry, has tasked Eric with evolving a comprehensive plan for the company's strategic realignment which needs to be applied and employed inside the next six months. Eric has put simultaneously a team of the peak six managers, one from each division, to accomplish this task. Unfortunately for Eric and his team, after the first four meetings, there has been little progress towards their goal.

 

Why doesn't this team work?

This case study explores the actual leadership behaviors of technical task managers in New York and examines the relationships between:

Leadership behaviors and leadership outcomes;

Work performance and leadership styles; and

Commitment grade and leadership styles.

The main reason of Why doesn't this team work was failed to work out “What is the most appropriate leadership style for persons in this up to date time?” Once the right leadership style has been recognized, applying the style in practice should lead to effectiveness in subordinate's work performance, and consequently advantage task managers who are ultimately responsible for the success of projects. The right leadership style should be able to “push” subordinates to whole assignments timely and correctly while at the same time, expressing out the ...