After Reading Chapter 4 And Watching The Video, Conduct Some

After reading Chapter 4 and watching the video, conduct some research and locate one professional source that discusses managing meetings/teams. Jerry Blaire is the regional manager of a national electronics franchise retail store. This franchise has over two hundred locally owned stores throughout the eastern United States. As the regional manager, Blaire is responsible for an urban area in which there are eight stores plus the remainder of the state, which has another six stores. The regional manager is the liaison between the manager-owner of the stores and the corporate offices in Boston.

Responsibilities include monitoring the individual stores to ensure the provisions of the franchise agreement are maintained, dealing with any complaints from managers, taking product orders, introducing new products, and managing the regional advertising program. Blaire has been with this company for seven years, and before that, he worked with a home entertainment retail store for three years after he earned his degree in marketing. Blaire is responsible for coordinating the advertising campaign for all fourteen stores in the region. A major part of the campaign involves store hours, which had traditionally been from 10 a.m. to 8 p.m., Monday through Saturday. The minimum number of hours required by the national office is 40 per week.

However, several of the managers have been pressuring lately to change the store hours, especially those from downtown areas. They maintain that their business is minimal after 6 p.m., so they would like to close earlier. Meanwhile, the suburban stores want to stay open later because they do more business in the evening. According to the provisions of the franchise agreement, all the stores in a region must maintain the same store hours. The problem is getting more attention from the store managers and is a frequent topic of discussion as Blaire makes his visits.

Blaire has decided to have a meeting for all the managers so he can systematically analyze the problem of store hours. What type of leadership style should Blaire use in this meeting? Why? What meeting format would you recommend? What special problems would you anticipate for this meeting?

What preliminary arrangements are particularly important for this meeting? Do you think it is a good idea for Blaire to have a meeting, or should he make this decision about hours himself? To Do: Initial response, 400+ words (include properly formatted citations and corresponding references from the assigned readings/videos in support of your response); then, respond to two classmate posts, 100+ words each.

Paper For Above instruction

Effective management of team meetings, especially those involving conflicting interests such as store hours, requires a strategic leadership approach. Based on principles discussed in Chapter 4 of the course material and supported by professional management literature, Blaire should adopt a participative or democratic leadership style for this meeting. This style encourages input from all managers, fostering a collaborative environment where different viewpoints—such as downtown versus suburban store preferences—can be openly expressed and constructively discussed (Northouse, 2021). Utilizing a participative approach helps in building consensus, which is critical when the decision impacts multiple stakeholders with diverse operational challenges.

Regarding the meeting format, structured facilitation techniques such as the nominal group technique or a facilitated brainstorming session would be effective. These formats promote equal participation, prevent dominance by more assertive managers, and ensure that all perspectives are considered before reaching a consensus (Lohry & Singh, 2007). Implementing an agenda that clearly delineates objectives—such as understanding the reasons for different store performances, exploring potential flexible hours within franchise guidelines, and identifying solutions—will enhance the productivity of the meeting.

However, several potential issues may arise. One challenge is managing conflicting interests without creating resentment or perceived favoritism. Downtown managers want earlier closing times, citing low business after hours, while suburban managers prefer later hours due to higher evening sales. A second issue is maintaining franchise uniformity, as any deviation from standard hours might conflict with franchise policies and affect brand consistency (Bass & Bass, 2008). Additionally, interpersonal conflicts could surface if some managers feel their needs are prioritized over others, making facilitation skills crucial.

Preparatory arrangements are vital for the success of this meeting. Blaire should ensure all managers are informed of the meeting agenda beforehand, allowing them to prepare relevant data and proposals. Ensuring a neutral environment, perhaps through an external facilitator, can help manage conflicts impartially. Moreover, providing relevant performance data—such as sales figures, customer flow at different times, and operational costs—will support fact-based discussions. Setting ground rules for respectful communication and ensuring everyone has an opportunity to speak will also foster a positive atmosphere.

Regarding whether Blaire should personally decide the hours or hold a meeting to reach a consensus, the literature favors collaborative decision-making in such scenarios. Engaging managers in the decision process not only leverages their local knowledge but also promotes commitment to the final decision (Robbins & Judge, 2021). Making this decision unilaterally might lead to dissatisfaction and reduced motivation among managers, ultimately impacting store performance. Therefore, a participative meeting aligns with best practices in managerial leadership, ensuring the decision is well-informed and broadly supported.

References

• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
• Lohry, V. H., & Singh, P. (2007). Group decision-making techniques: A review. Management Decision, 45(1), 146-155.
• Northouse, P. G. (2021). Leadership: Theory and practice (8th ed.). Sage Publications.
• Robbins, S. P., & Judge, T. A. (2021). Organizational behavior (18th ed.). Pearson.