SCENARIO: You are on a cross-functional team responsible for launching your company's latest product. As is usually the case with product launches, it is a stressful affair with immovable deadlines, more work than the team seems capable of handling, and dozens of "fires" that need to be put out. Fortunately, the team leader is a master at motivation and, so far, the team is accomplishing the impossible. As the weeks (and late nights and weekends) roll on, though, you get the uncomfortable feeling that the leader's motivational techniques have crossed the line from inspirational to manipulative. The "let's do this for the team" ethos has taken on a "you're either with us, or you're against us" vibe, with subtle jabs at people whose family commitments prevent them from working 60 or 70 hours a week. How should you respond?

SCENARIO: You are on a cross-functional team responsible for launching your company's latest product. As is usually the case with product launches, it is a stressful affair with immovable deadlines, more work than the team seems capable of handling, and dozens of "fires" that need to be put out. Fortunately, the team leader is a master at motivation and, so far, the team is accomplishing the impossible. As the weeks (and late nights and weekends) roll on, though, you get the uncomfortable feeling that the leader's motivational techniques have crossed the line from inspirational to manipulative. The "let's do this for the team" ethos has taken on a "you're either with us, or you're against us" vibe, with subtle jabs at people whose family commitments prevent them from working 60 or 70 hours a week. How should you respond?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter14: Understanding Individual Behavior

Section: Chapter Questions

Problem 5DQ

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