7·1·6·1·5·1·4·1·3·1·2·1·1·1·8 5. G π.FilePage 1 of 2+HomeInsert Design Layout1254 wordsReferencesAs the director of strategy at Farecom. a regional fibre glass manufacturer, Jonathon spent all histime trying to get his new team to make it through a meeting without the tension level becomingunbearable. Six of the top-level managers involved seemed determined to turn the companyaround, but the seventh seemed equally determined to sabotage the process. Forget camaraderie.There had been three meetings so far, and Jonathon hadn't even been able to get everyone on thesame side of an issue. Farecom, Inc., was in trouble-not deep trouble, but enough for its CEO,Tom King, to make strategic repositioning Jonathon's top and only task. In the last 15 months,though, sales and earnings had flattened. "You have one responsibility as Farecom's newdirector of strategy," Tom had said to Jonathon on his first day. "That's to put together a team ofour top people, one person from each division, and have a comprehensive plan for the company'sstrategic realignment up, running, and winning within six months." Jonathon had immediatelycompiled a list of the senior managers from human resources, manufacturing, finance,distribution, design, and marketing, and had set a date for the first meeting. Then, had carefullyprepared a structure and guidelines for the group's discussions, disagreements, and decisions,which e planned to propose to the members for their input before they began working together.Jonathon imagined he might get some resistance from one or two members. For one, he had beenworried about Chris Holden of manufacturing. Chris usually didn't say much around Farecom'sexecutives, citing his lack of higher education as the reason. Jonathon had thought the teamatmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from KarenJackson of the design division, who was known to complain that Farecom didn't appreciate itssix artists. Ironically, both those fears had proved groundless, but another, more difficult problemhad arisen. The wild card had turned out to be Phillip. Tom King had confirmed his impressions,telling him that Phillip "had the best mind" at Farecom. "Phillip is the future of this company,Tom King had told Jonathon. "If he can't help you, no one can. I look forward to hearing what ateam with his kind of horsepower can come up with to steer us away from the mess we're in."Those words echoed in Jonathon's mind as he sat, with increasing anxiety, through the team'sfirst and second meetings. Though Jonathon had planned an agenda for each meeting and tried tokeep the discussions on track, Phillip always seemed to find a way to disrupt the process. Timeand time again, he shot down other people's ideas, or he simply didn't pay attention. He alsoanswered most questions put to him with maddening vagueness. The help wouldn't last, though;Phillip would quickly revert to his role as team renegade. The third meeting, last week, hadended in chaos.English (United States)Mailings ReviewChris Holden, Karen Jackson, and the distribution director, Carl Simmons, had each planned topresent cost cutting proposals, and at first it looked as though the group was making goodprogress. Chris opened the meeting. Karen Jackson had followed Chris. While not disagreeingwith him - she praised his comments, in fact - she argued that Farecom also needed to invest innew artists, pitching its competitive advantage in better design and wider variety. However, justas with Chris Holden, Karen's comments lost their defensiveness as the group members, with theexception of Phillip, who remained impassive, greeted her words with nods of encouragement.WViewDocument3 - WordTell me what you want to do...2Jean Queely & Share1·2·1·1···1·1·1·2·1·3·1·4·1·5·1·6·1·7·1·8·1·9·1·10°|•11•1•12°|•13·|·14° | +15° | ∙16• ^·17· |·18 | 19By the time Carl Simmons of distribution started to speak, the mood in the room wasapproaching buoyant. It was when Carl began to describe those results in detail that Phillipbrought the meeting to an unpleasant halt by letting out a loud groan. "Let's just do everything,why don't we, including redesign the kitchen sink!" be cried with mock enthusiasm. That remarksent Carl back quickly to his seat, where he half-heartedly summed up his comments. A fewminutes later, he excused himself, saying he had another meeting. Soon the others made excusesto leave, too, and the room became empty. No wonder Jonathon was apprehensive about thefourth meeting. He was therefore surprised when he entered the room and found the wholegroup, save Phillip, already assembled. Ten minutes passed in awkward small talk, and, lookingfrom face to face, Jonathon could see his own frustration reflected. He also detected an edge ofpanic just what he had hoped to avoid. He decided he had to raise the topic of Phillip's attitudeopenly, but just as he started, Phillip ambled into the room, smiling. "Phillip, I'm glad you'rehere," Jonathon began, "because I think today we should begin by talking about the groupitself-"Phillip cut Jonathon off with a small, sarcastic laugh. "Uh-oh, I knew this was going tohappen," he said. Before Jonathon could answer, Chris Holden stood up and walked over toPhillip, bending over to look him in the eye. "You just don't care, do you?" he began, his voiceso angry it startled everyone in the room. Everyone except Phillip. "Quite the contrary-I carevery much," he answered breezily. "I just don't believe this is how change should be made. Abrilliant idea never came out of a team. Brilliant ideas come from brilliant individuals, who theninspire others in the organization to implement them." "That's a lot of bull," Chris shot back."You just want all the credit for the success, and you don't want to share it with anyone." "That'sabsurd," Phillip laughed again. "I'm not trying to impress anyone here at Farecom I don't need to.I want this company to succeed as much as you do, but I believe, and I believe passionately, thatteams are useless. Consensus means mediocrity. I'm sorry, but it does." "But you haven't eventried to reach consensus with us," Karen interjected. It's as if you don't care what we all have tosay. We can't work alone for a solution - we need to understand each other. Don't you see that?"The room was silent as Phillip shrugged his shoulders noncommittally. He stared at the table, ablank expression on his face.It was Jonathon who broke the silence. "Phillip, this is a team. You are part of it," he said, tryingto catch Phillip's eye without success. "Perhaps we should start again-" Phillip stopped him byholding up his cup, as if making a toast. "Okay, look, I'll behave from now on," he said. Thewords held promise, but he was smirking as he spoke them-something no one at the tablemissed.. "Listen, everyone, I know this is a challenge." Jonathon began, but he was cut short byPhillip's pencil tapping on the table. A moment later, Chris Holden was standing again. "Forgetit. This is never going to work. It's just a waste of time for all of us," he said, more resigned thangruff. "We're all in this together, or there's no point." He headed for the door, and beforeJonathon could stop him, two others were at his heels1. Using the information from the case along with appropriate theories, how wouldjudge the leadership qualities of Jonathon as it relates to motivating his team? a.Ensure to evaluate and apply, the most relatable approach(es) to motivation coveredthat Jonathonto address team problems in order to get the most out ofthe new team. (Ctrl) -EFX+ 75%12:5609/07/2023

Question

7·1·6·1·5·1·4·1·3·1·2·1·1·1·8 5. G π.FilePage 1 of 2+HomeInsert Design Layout1254 wordsReferencesAs the director of strategy at Farecom. a regional fibre glass manufacturer, Jonathon spent all histime trying to get his new team to make it through a meeting without the tension level becomingunbearable. Six of the top-level managers involved seemed determined to turn the companyaround, but the seventh seemed equally determined to sabotage the process. Forget camaraderie.There had been three meetings so far, and Jonathon hadn't even been able to get everyone on thesame side of an issue. Farecom, Inc., was in trouble-not deep trouble, but enough for its CEO,Tom King, to make strategic repositioning Jonathon's top and only task. In the last 15 months,though, sales and earnings had flattened. &#34;You have one responsibility as Farecom's newdirector of strategy,&#34; Tom had said to Jonathon on his first day. &#34;That's to put together a team ofour top people, one person from each division, and have a comprehensive plan for the company'sstrategic realignment up, running, and winning within six months.&#34; Jonathon had immediatelycompiled a list of the senior managers from human resources, manufacturing, finance,distribution, design, and marketing, and had set a date for the first meeting. Then, had carefullyprepared a structure and guidelines for the group's discussions, disagreements, and decisions,which e planned to propose to the members for their input before they began working together.Jonathon imagined he might get some resistance from one or two members. For one, he had beenworried about Chris Holden of manufacturing. Chris usually didn't say much around Farecom'sexecutives, citing his lack of higher education as the reason. Jonathon had thought the teamatmosphere might intimidate him. Jonathon had also anticipated a bit of a fight from KarenJackson of the design division, who was known to complain that Farecom didn't appreciate itssix artists. Ironically, both those fears had proved groundless, but another, more difficult problemhad arisen. The wild card had turned out to be Phillip. Tom King had confirmed his impressions,telling him that Phillip &#34;had the best mind&#34; at Farecom. &#34;Phillip is the future of this company,Tom King had told Jonathon. &#34;If he can't help you, no one can. I look forward to hearing what ateam with his kind of horsepower can come up with to steer us away from the mess we're in.&#34;Those words echoed in Jonathon's mind as he sat, with increasing anxiety, through the team'sfirst and second meetings. Though Jonathon had planned an agenda for each meeting and tried tokeep the discussions on track, Phillip always seemed to find a way to disrupt the process. Timeand time again, he shot down other people's ideas, or he simply didn't pay attention. He alsoanswered most questions put to him with maddening vagueness. The help wouldn't last, though;Phillip would quickly revert to his role as team renegade. The third meeting, last week, hadended in chaos.English (United States)Mailings ReviewChris Holden, Karen Jackson, and the distribution director, Carl Simmons, had each planned topresent cost cutting proposals, and at first it looked as though the group was making goodprogress. Chris opened the meeting. Karen Jackson had followed Chris. While not disagreeingwith him - she praised his comments, in fact - she argued that Farecom also needed to invest innew artists, pitching its competitive advantage in better design and wider variety. However, justas with Chris Holden, Karen's comments lost their defensiveness as the group members, with theexception of Phillip, who remained impassive, greeted her words with nods of encouragement.WViewDocument3 - WordTell me what you want to do...2Jean Queely & Share1·2·1·1···1·1·1·2·1·3·1·4·1·5·1·6·1·7·1·8·1·9·1·10°|•11•1•12°|•13·|·14° | +15° | ∙16• ^·17· |·18 | 19By the time Carl Simmons of distribution started to speak, the mood in the room wasapproaching buoyant. It was when Carl began to describe those results in detail that Phillipbrought the meeting to an unpleasant halt by letting out a loud groan. &#34;Let's just do everything,why don't we, including redesign the kitchen sink!&#34; be cried with mock enthusiasm. That remarksent Carl back quickly to his seat, where he half-heartedly summed up his comments. A fewminutes later, he excused himself, saying he had another meeting. Soon the others made excusesto leave, too, and the room became empty. No wonder Jonathon was apprehensive about thefourth meeting. He was therefore surprised when he entered the room and found the wholegroup, save Phillip, already assembled. Ten minutes passed in awkward small talk, and, lookingfrom face to face, Jonathon could see his own frustration reflected. He also detected an edge ofpanic just what he had hoped to avoid. He decided he had to raise the topic of Phillip's attitudeopenly, but just as he started, Phillip ambled into the room, smiling. &#34;Phillip, I'm glad you'rehere,&#34; Jonathon began, &#34;because I think today we should begin by talking about the groupitself-&#34;Phillip cut Jonathon off with a small, sarcastic laugh. &#34;Uh-oh, I knew this was going tohappen,&#34; he said. Before Jonathon could answer, Chris Holden stood up and walked over toPhillip, bending over to look him in the eye. &#34;You just don't care, do you?&#34; he began, his voiceso angry it startled everyone in the room. Everyone except Phillip. &#34;Quite the contrary-I carevery much,&#34; he answered breezily. &#34;I just don't believe this is how change should be made. Abrilliant idea never came out of a team. Brilliant ideas come from brilliant individuals, who theninspire others in the organization to implement them.&#34; &#34;That's a lot of bull,&#34; Chris shot back.&#34;You just want all the credit for the success, and you don't want to share it with anyone.&#34; &#34;That'sabsurd,&#34; Phillip laughed again. &#34;I'm not trying to impress anyone here at Farecom I don't need to.I want this company to succeed as much as you do, but I believe, and I believe passionately, thatteams are useless. Consensus means mediocrity. I'm sorry, but it does.&#34; &#34;But you haven't eventried to reach consensus with us,&#34; Karen interjected. It's as if you don't care what we all have tosay. We can't work alone for a solution - we need to understand each other. Don't you see that?&#34;The room was silent as Phillip shrugged his shoulders noncommittally. He stared at the table, ablank expression on his face.It was Jonathon who broke the silence. &#34;Phillip, this is a team. You are part of it,&#34; he said, tryingto catch Phillip's eye without success. &#34;Perhaps we should start again-&#34; Phillip stopped him byholding up his cup, as if making a toast. &#34;Okay, look, I'll behave from now on,&#34; he said. Thewords held promise, but he was smirking as he spoke them-something no one at the tablemissed.. &#34;Listen, everyone, I know this is a challenge.&#34; Jonathon began, but he was cut short byPhillip's pencil tapping on the table. A moment later, Chris Holden was standing again. &#34;Forgetit. This is never going to work. It's just a waste of time for all of us,&#34; he said, more resigned thangruff. &#34;We're all in this together, or there's no point.&#34; He headed for the door, and beforeJonathon could stop him, two others were at his heels1. Using the information from the case along with appropriate theories, how wouldjudge the leadership qualities of Jonathon as it relates to motivating his team? a.Ensure to evaluate and apply, the most relatable approach(es) to motivation coveredthat Jonathonto address team problems in order to get the most out ofthe new team. (Ctrl) -EFX+ 75%12:5609/07/2023

Accepted Answer

The difficulties faced by Jonathon, director of strategy at Farecom, a regional manufacturer of…