What’s wrong with the team? What's wrong with the team? Nichole Dyer’s words repeated over and over in Henry Rankin's head as he boarded the plane from Los Angeles to Chicago. Rankin is responsible for the technical implementation of the new customer relationship management (CRM) software being installed for the sales offices in both cities. The software is badly needed to improve follow-up sales for Rankin’s company, Reflex Systems. Reflex sells exercise equipment to high schools and colleges, as well as to small to mid-sized businesses for recreation centers, through a national force of 310 salespeople. The company’s low prices have won a lot of sales; however, follow-up service is uneven, and the new CRM system promises to resolve those problems, with historical data, inquiries, reminders, and updates going to sales reps daily. The CEO of Reflex has ordered the CRM system installed with all possible haste. Rankin pulled a yellow pad and pen from the side pocket of his carry-on bag and tossed them on the seat beside the window, stashed the bag in the overhead compartment, and sat down as other passengers filed past. In an effort to shut out his thoughts, he closed his eyes and concentrated on the muffled voices and low whooshing sound of the air vents. He wrote" What's wrong with the team?" three times and began drawing arrows to circles bearing the names of his ream members: Barry Livingston and Max Wojohowski in Los Angeles, and Bob Linley, Lynne Johnston, and Sally Phillips in Chicago. He marked through Sally's name. She had jumped ship recently, taking her less-than-stellar but still-much- needed talents with her to another company. It was on a previous LA-to-Chicago flight that Sally had pumped him for feedback on her future with Reflex. She had informed him that she had another job offer. She admitted it was for less money, but she was feeling under pressure as a member of the team and she wanted more "quality of life." Rankin told Sally bluntly that her Technical expertise, on which he placed top importance, was slightly below her peers, so future promotion was less likely despite her impressive people and team skills. He wrote” quality of life, " circled it, and then crossed it out and wrote “what the hell?" “Why should she get quality of life?" he mused. "I've barely seen my wife and kids since this project starred." Rankin's ream was under a great deal of pressure, and he had needed Sally to stick it out. He told her so, but the plane had barely touched down when she went directly to the office and quit, leaving the team shorthanded and too close to deadline to add another body. What's wrong with the team? Rankin furiously scribbled as his thoughts raced: The deadline is ridiculously short. Dyer had scheduled a ten-week completion deadline for die new CRM software, including installation and training for both cities. Rankin suddenly stopped writing and drew a rider and horse, then returned to his list. I feel like some frazzled pony-express ruler running back and forth across the country, trying to develop, build, set up, and work the kinks out of a new system that everyone at Reflex is eager to see NOW. He was interrupted by the flight attendant." Would you care for a drink, sir?" “Yes. Make it a scorch and water. And be light on the water." Rankin took his drink and continued to write. Thank God for LA. From the outset, Barry and Max had worked feverishly while avoiding the whining and complaining that seemed to overwhelm members of the Chicago team. The atmosphere was different. Although the project moved forward, meeting deadlines, there appeared to be less stress. The LA guys focused tirelessly on work, with no families to consider, alternating intense work with joking around. Those are my kind of people, he thought. But there is Chicago, he wrote. Earlier in the day, Sam Matheny front sales had e-mailed, and then called, Rankin to tell him that the two remaining members of the Chicago ream appeared to be alternating between bickering and avoiding one another. Apparently, this had been going on for some time. “What's with that?” Rankin wondered. "And why did Sam know and I didn't?" So that morning, before his flight, Rankin had to make time to call and text both Finley and Johnston, Finley admitted that he had overreacted to Johnston. "Look, man. I'm tired and stressed out," Finley said. We've been working nonstop. My wife is not happy." “Just get along until this project is completed,' Rankin ordered. “When will that be?" Finally asked before hanging up. Rankin thought about Nichole Dyer’s persistent complaints to him that the ream appeared to have a lack of passion, and she admonished him to "get your people to understand the urgency of this project." Her complaints only added to his own stress level. He had long considered himself the front-runner for Dyer’s job when she retired in two years. But had has team ruined that opportunity? The sense of urgency could be measured now in the level of stress and the long hours that they had all endured. He admitted his ream members were unenthusiastic, but they seemed committed. Rankin wondered," Is it too late to rum around and restore the level of teamwork?" He tore off the sheet from the pad, crumpled it in his hand, and stared our the window. How would you characterize Rankin’s leadership style? What approach do you think is correct for this situation? Why?

BuyFind

Understanding Management (MindTap ...

10th Edition
Richard L. Daft + 1 other
Publisher: Cengage Learning
ISBN: 9781305502215
BuyFind

Understanding Management (MindTap ...

10th Edition
Richard L. Daft + 1 other
Publisher: Cengage Learning
ISBN: 9781305502215

Solutions

Chapter
Section
Chapter 11, Problem 1CFCA
Textbook Problem

What’s wrong with the team? What's wrong with the team? Nichole Dyer’s words repeated over and over in Henry Rankin's head as he boarded the plane from Los Angeles to Chicago.

Rankin is responsible for the technical implementation of the new customer relationship management (CRM) software being installed for the sales offices in both cities. The software is badly needed to improve follow-up sales for Rankin’s company, Reflex Systems. Reflex sells exercise equipment to high schools and colleges, as well as to small to mid-sized businesses for recreation centers, through a national force of 310 salespeople. The company’s low prices have won a lot of sales; however, follow-up service is uneven, and the new CRM system promises to resolve those problems, with historical data, inquiries, reminders, and updates going to sales reps daily. The CEO of Reflex has ordered the CRM system installed with all possible haste.

Rankin pulled a yellow pad and pen from the side pocket of his carry-on bag and tossed them on the seat beside the window, stashed the bag in the overhead compartment, and sat down as other passengers filed past. In an effort to shut out his thoughts, he closed his eyes and concentrated on the muffled voices and low whooshing sound of the air vents. He wrote" What's wrong with the team?" three times and began drawing arrows to circles bearing the names of his ream members: Barry Livingston and Max Wojohowski in Los Angeles, and Bob Linley, Lynne Johnston, and Sally Phillips in Chicago.

He marked through Sally's name. She had jumped ship recently, taking her less-than-stellar but still-much- needed talents with her to another company. It was on a previous LA-to-Chicago flight that Sally had pumped him for feedback on her future with Reflex. She had informed him that she had another job offer. She admitted it was for less money, but she was feeling under pressure as a member of the team and she wanted more "quality of life." Rankin told Sally bluntly that her Technical expertise, on which he placed top importance, was slightly below her peers, so future promotion was less likely despite her impressive people and team skills.

He wrote” quality of life, " circled it, and then crossed it out and wrote “what the hell?" “Why should she get quality of life?" he mused. "I've barely seen my wife and kids since this project starred." Rankin's ream was under a great deal of pressure, and he had needed Sally to stick it out. He told her so, but the plane had barely touched down when she went directly to the office and quit, leaving the team shorthanded and too close to deadline to add another body.

What's wrong with the team? Rankin furiously scribbled as his thoughts raced:

  1. The deadline is ridiculously short. Dyer had scheduled a ten-week completion deadline for die new CRM software, including installation and training for both cities.
  2. Rankin suddenly stopped writing and drew a rider and horse, then returned to his list.

I feel like some frazzled pony-express ruler running back and forth across the country, trying to develop, build, set up, and work the kinks out of a new system that everyone at Reflex is eager to see NOW.

He was interrupted by the flight attendant." Would you care for a drink, sir?"

“Yes. Make it a scorch and water. And be light on the water."

Rankin took his drink and continued to write.

  1. Thank God for LA. From the outset, Barry and Max had worked feverishly while avoiding the whining and complaining that seemed to overwhelm members of the Chicago team. The atmosphere was different. Although the project moved forward, meeting deadlines, there appeared to be less stress. The LA guys focused tirelessly on work, with no families to consider, alternating intense work with joking around. Those are my kind of people, he thought.
  2. But there is Chicago, he wrote. Earlier in the day, Sam Matheny front sales had e-mailed, and then called, Rankin to tell him that the two remaining members of the Chicago ream appeared to be alternating between bickering and avoiding one another. Apparently, this had been going on for some time. “What's with that?” Rankin wondered. "And why did Sam know and I didn't?"

So that morning, before his flight, Rankin had to make

time to call and text both Finley and Johnston, Finley admitted that he had overreacted to Johnston.

"Look, man. I'm tired and stressed out," Finley said. We've been working nonstop. My wife is not happy."

“Just get along until this project is completed,' Rankin ordered.

“When will that be?" Finally asked before hanging up. Rankin thought about Nichole Dyer’s persistent

complaints to him that the ream appeared to have a lack of passion, and she admonished him to "get your people to understand the urgency of this project." Her complaints only added to his own stress level. He had long considered himself the front-runner for Dyer’s job when she retired in two years. But had has team ruined that opportunity? The sense of urgency could be measured now in the level of stress and the long hours that they had all endured. He admitted his ream members were unenthusiastic, but they seemed committed.

Rankin wondered," Is it too late to rum around and restore the level of teamwork?" He tore off the sheet from the pad, crumpled it in his hand, and stared our the window.

How would you characterize Rankin’s leadership style? What approach do you think is correct for this situation? Why?

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Chapter 11 Solutions

Understanding Management (MindTap Course List)
Ch. 11 - Why do you think so little attention is given to...Ch. 11 - Do you think leadership is more important or less...Ch. 11 - Consider the leadership position of a senior...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership? What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - What Is the Impact of Leadership?91 What are your...Ch. 11 - Assumptions about Leaders Individually complete...Ch. 11 - Find three people who have had bosses or CEOs who...Ch. 11 - Ask them to describe what the leader was like,...Ch. 11 - Ask them to contrast those charismatic or...Ch. 11 - What were the differences in behavior? How did the...Ch. 11 - Ask them to give a few sentences on how they would...Ch. 11 - Your instructor may ask you to write a paper on...Ch. 11 - What did you learn about transformational and...Ch. 11 - Not long ago, Jessica Armstrong, vice president of...Ch. 11 - Not long ago, Jessica Armstrong, vice president of...Ch. 11 - Not long ago, Jessica Armstrong, vice president of...Ch. 11 - What’s wrong with the team? What's wrong with the...Ch. 11 - What’s wrong with the team? What’s wrong with the...Ch. 11 - What’s wrong with the team? What's wrong with the...

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