Evaluate The Criteria FEL Uses To Assign Managers To 133976

Evaluate the criteria FEL uses to assign managers to project teams. What effi

Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems? Why is it even more important that project team members work well together on international projects such as Project Abu Dhabi? Discuss the dilemma that Jobe now faces. What should Jobe recommend to Gatenby?

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Franklin Equipment Ltd (FEL) exemplifies a manufacturing company that values expertise and availability when assigning managers to project teams. The criteria used by FEL for manager assignment primarily revolve around individual expertise, availability, and past performance on previous projects. Managers with specialized skills relevant to the project, such as design engineering, operations, finance, human resources, and project management, are selected based on these factors. This approach efficiently ensures that the right technical expertise is present on the team, minimizing the need for extensive training and ensuring project-specific skills are leveraged effectively. Additionally, managers who are currently free from other commitments are assigned to new projects, maximizing resource utilization and ensuring that projects are staffed promptly, thus reducing downtime and idle resources.

These criteria create several efficiencies. Firstly, aligning managers' technical expertise with project requirements increases the likelihood of technical success, thereby reducing errors and rework. Secondly, assigning managers based on availability ensures that projects are staffed with personnel who are not overcommitted, preventing bottlenecks and delays. This also fosters a culture of meritocracy, where managers are entrusted with projects aligned with their skills and schedules, promoting motivation and accountability.

However, despite these efficiencies, this manager assignment criteria contribute to certain problems. A major issue is the lack of consideration for interpersonal dynamics and team cohesion. For example, in the case of FEL’s international projects, such as Project Abu Dhabi, cultural differences, communication issues, and past conflicts among team members can significantly impact project success. The criteria do not account for team chemistry or the ability of managers and team members to collaborate harmoniously across regions. This oversight can lead to dysfunctional teams, reduced morale, and ultimately, project failure. Moreover, the focusing on technical expertise over soft skills may overlook the importance of leadership, conflict resolution, and cross-cultural communication crucial in international contexts.

The importance of cohesive team dynamics is heightened for international projects. Projects like Abu Dhabi involve diverse team members from different cultural backgrounds, differing labor laws, and logistical challenges. Such complexity requires not only technical competence but also effective intercultural communication and conflict management. When team members do not work well together, it jeopardizes coordination, delays, and quality compromises. The case underscores that even technically skilled teams can falter if interpersonal issues are unaddressed.

Jobe, the newly appointed internal consultant, faces a complex dilemma. Despite being hired for his facilitation skills to improve team cohesion, he encounters conflicting information from team members and a leadership that has set specific, at times rigid, expectations. Manager Gatenby emphasizes that the success of the project depends on Jobe’s ability to get team members to cooperate, despite evident interpersonal conflicts. Gatenby’s insistence on firing team members who do not meet explicit goals within specified timeframes indicates a managerial emphasis on short-term compliance over team development. Jobe’s challenge is to navigate these conflicting priorities: to facilitate genuine team cohesion while addressing the existing hostility and distrust, especially among key managers like Perry and Rankins, and to foster a collaborative environment conducive to international project success.

Given this context, Jobe should recommend to Gatenby that the focus shift from purely achieving short-term compliance to developing long-term team cohesion. First, he should suggest implementing structured team-building activities that address cultural differences and interpersonal conflicts explicitly. This involves facilitating open communication, conflict resolution sessions, and joint goal-setting exercises grounded in mutual understanding. Second, Jobe could propose conducting a detailed interpersonal and cultural competency assessment to identify specific issues affecting team dynamics. Based on these assessments, tailored interventions can be designed to improve trust and collaboration.

Additionally, Jobe might recommend establishing clear, attainable, and mutually agreed-upon team goals that emphasize collective success rather than individual performance mandates. He should also suggest coaching Gatenby to adopt a leadership style that encourages empathy and flexibility, recognizing the importance of soft skills in international projects. Furthermore, he should advocate for ongoing team performance reviews that include qualitative assessments of collaboration and communication, alongside traditional output metrics.

To address the managerial conflicts, particularly Perry and Rankins, Jobe could facilitate mediated discussion sessions aimed at resolving historical grievances and establishing a baseline for professional cooperation. Such interventions can foster respect and understanding, which are critical in a multicultural project environment. If significant conflicts persist, Jobe could recommend temporary reassignment of problematic managers, emphasizing the importance of cultural fit and team compatibility over technical expertise alone, aligning with best practices in project management.

In summary, Jobe’s recommendations should prioritize building a cohesive, culturally aware project team through targeted team-building exercises, conflict resolution, and aligning team goals towards collective success. These strategies would improve not only project performance but also facilitate smoother international collaborations, ultimately enhancing FEL’s reputation and success in global markets.

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