The Team That Wasn't

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Case Analysis for "The Team That Wasn 't"

Fire Art is a family owned business in the glass making industry based out of Indiana. The company has an 80 year history of producing high quality and high priced glass merchandise. About 18 month ago, sales and earnings bottomed out which drove the need to implement a strategic realignment plan to have the business running and winning within six months. The problem in this case is building a collaborative team with various backgrounds and skills to create a strategic realignment plan in the glass industry to take on the competition, build brand loyalty, increase sales and maximize earnings.
The assumptions in the case are the employees lack of knowledge of the family
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What family businesses value and believe about people, work, and money shapes their behavior toward their business and their employees. Without shared values, it is difficult to create a sense of direction for the business.
Managerial Decisions The decisions that managers make when running a business, forming teams, or creating strategies are very important for the overall health of the business. Fire Art limited itself strictly in the Mid-Western region and did not embrace expansion outside of it current market area. This decision may have worked for many years in the company but it restricted its growth which allowed competition to gain market share in their industry. It is also imperative that management from a Senior level ensure their employees are aware of the direction the company wants to take in regards to increasing market share, sales and earnings particularly if they see a downward trend in those areas. Hence, the CEO vision for their business or company becomes increasingly important along with the belief the company has a viable product or service the consumer wants. " A manager with strong beliefs about the right course of action will attract subordinates with similar beliefs. This alignment of beliefs between managers and workers

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