Case Study of TerraCog Global Positioning System

2017 WordsJan 8, 20188 Pages
Case Study: TerraCog Global Positioning System Situation Analysis The current meeting dynamics at TerraCog are confusing and muddled, at best. The team is not cohesive, and in order for a group to work well together the people in that group have to be willing to put aside their egos and work together for the good of the business or organization (Wilkinson, 2004). Emma Richardson, the current VP who was recently promoted to that position, has little control over the meetings, and the Exhibit showing the seating chart indicates that she is lowering her position of power over the meetings by not even sitting at the head of the table (Beer & Yung, 2008). This is a concern, because it is hard to indicate that one has a powerful position when the head table seat in a meeting is taken by someone else (Wilkinson, 2004). While Richardson may not be in charge of the company, she is in charge of the meeting -and that means she needs to pay attention to how others are perceiving her and how seriously they are taking her and her desire to keep the meeting together and reach an agreement on the price of the GPS system. Many of the factors that are seen in the TerraCog meetings are contributing to dysfunction, including the lack of strength that is being displayed by Richardson. There are, however, many other factors that have to be addressed. The group that meets is made up of people from various other teams and departments, but it seems as though there is no trust. One group
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