Overhead Reduction Task Force

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1. The main Organizational Behavior problem in “The Overhead Reduction Task Force” case is in creating a leading an effective team, specifically “Office of the President” team. Williams is fretting nervously and rightly so. Our take on the situation is that Dixon just “threw him under the bus”, by putting him in charge of the team and leaving for much needed two weeks vacations after being on the job for one week. 2. Dixon did not do a best possible job in setting up an effective team. An essential elements required for a team to be successful is missing. By focusing on the goal of reducing expenses, instead of focusing on the goal of improving financial standing of the division, she made it very hard for Williams to get everyone aligned.…show more content…
Tom Dougherty, production manager, needs to align with Patricia Wilson, personnel manager, regarding hiring employees with a right skill sets and with marketing and sales managers regarding overall vision for the division. 4. There are several things Wilson should do in preparation for the meeting with division managers. The most important one is to “define a goal in clear and elevating way” (2). While goal is very clear, Dixon took away an opportunity to define goal in the elevating way. Still, Wilson should make sure that team members can clearly see their relevance to the goal. 5 . Next Wilson should focus on ensuring a collaborative climate, building confidence and acquiring technical know-how. In order to build a collaborative climate Williams should start by meeting with each department manager to understand strengths and weaknesses of each manager. During the meeting Williams can use this information to effectively involve each team member in a decision making process. He should also insist that department managers hold conversations with each other prior to the team meeting which will help to strengthen team relationships. In order to build confidence Williams needs to share all relevant information. He should not hesitate to share financial performance history of the division. “In short, clarity drives confidence. Confidence drives commitment.” (2) He should present his “rough-cut” analysis, but only as one possible idea to achieving the goal.

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