Modern Lighting Industries Incorporated (Mli).

In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered

What is your evaluation of MGI’s team processes? What were the root causes of the team’s process problems?

4) Inability to build and lead a team: As per the case, there is no fact to suggest that Erik Peterson made efforts to unite his team to achieve a very ambitious goal of launching the catheter in the stated period. He didn’t try

Peterson’s behavior and management style influenced her team’s performance, while Cooke’s absence of communication and guidance lead to wasted time and resources on a system that did not meet DSS goals.

1. Identify the key factors responsible for the success of Gordon Biersch to date. What concerns, if any, do you have as the company looks ahead?

This case shows how hard it is for two people to work together for a common goal and vision when they are not on the same page; if Scott trusted and had confidence in Peterson they could succeed as a team

Financial Responsibility – It was mentioned that the company spent 50% of their capital and acted like a multibillion dollar company. Hence, no agility was manifested and there was a lack of proper and responsible capital expenditures. Therefore, I believe capital management is a critical success factor for MTI.

My duties as an assistant manager included a lot of team work. The planning of an occasion meant that more people will have to work in close cooperation. These duties helped me in the developing of team-working skills. I have gone even further in improving my skills by engaging in tutorials which are based on team-work. I used Team Life Cycles to expand my observation and skills on team-working. The Life Cycle presents clear structure and directions on how teams ought to

All of these issues are summed up in Thompsons (2008) assertion that Groves was the right man to grow the business but not the right man to manage the business, had the right manager been in place then the organization may have been able to turn its fortunes around.

MGI should look for a neutral third party leader with plenty of industry expertise and teamwork leadership skills in the long run. Dana had commented, “We need one more person to make the whole thing work: someone with seniority and a deep knowledge of the market…”[23] . The team members were in

3. Was the second compensation package offered to Dunlap well-structured? Was it excessive? Was it necessary?

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

There are several problems the group faced as a whole. They lacked leadership, they had no clear sense of stages in development. There were several clashes in cultures, languages and individuals amongst the group. A group of highly talented people doesn’t not guarantee success and this group was proof of this. Since there was no specific leader there was no delegation into roles each of these team members would play. Their team meetings had no organization or agendas. When they got together it was unorganized and unsuccessful. The team even seems to struggle with what direction the product itself should even be used. The team’s founders want to market towards the competitive entertainment market. Henry and Dana however believe it would be more successful if they gained a foothold in the education market. The lack of

Turn back the clock to when Kelly was offered the position in Tokyo. What, if anything, should have been done differently, and by whom?