Please Watch The Following Video Then Read The Case Study

Please Watch The Following Video Then Read the Case Study And Answer T

Please watch the following video then read the case study and answer the questions. The Dilemma of Team Work Kerri Waits is a senior account manager for Medequip, a leader in medical imaging systems, and has been a consistent top producer for the last five years. Kerri leads a sales-team of technical engineers who design, install, and maintain the company’s digital imaging systems; sales system specialists who work with customers on a day-to-day basis responding to questions and operating problems; and dedicated, phone-based customer service representatives who serve as the 24/7 communications link between customers’ staff and members of the Medequip sales team. Kerri coordinates the team and personally interacts with customer staff.

However, quality of the installation, customer satisfaction, and likelihood of future purchases depends on the commitment and level of service provided by the sales team. Medequip has been experiencing rapid growth and adding personnel throughout the organization, especially sales system specialists and phone-based customer service representatives. As a result of adding all the new team members, the level of delivered quality has become unpredictable and consistently below the service levels promised by Kerri and other Medequip account managers. Kerri has discussed these sales-team support problems with her sales manager but nothing seems to change. Increasingly, Kerri finds herself working to patch over service failures caused by different members of her account sales teams and trying to win back customers who have left Medequip.

Not only is Kerri losing sales, but her reputation is also beginning to suffer due to actions and even inactions of various team members. Last week, one of Medequip’s major competitors contacted her about leaving Medequip and coming to work for them. QUESTIONS: What would you do if you were Kerri? Why? Please elaborate on your reasoning.

Request for Action

Choose one of the following options and justify your choice:

1. Stay with Medequip and hope that things will get better.
2. Take the job offer from the competitor.
3. Request a meeting with her sales manager and key sales-team members to document service failures and collaborate toward developing solutions.

Paper For Above instruction

In the complex landscape of healthcare technology sales, effective teamwork and leadership are critical for ensuring customer satisfaction and achieving organizational success. Kerri Waits, a seasoned account manager at Medequip, faces a significant dilemma rooted in the company's rapid growth and the resulting decline in service quality. Her decision-making process highlights essential aspects of leadership, communication, and organizational change management.

Before choosing an optimal course of action, it is important to analyze the circumstances and potential consequences associated with each option. The first option—staying with Medequip and hoping for improvement—may seem less disruptive initially but is fraught with risks. Without addressing underlying issues, service failures are likely to persist, further damaging customer trust and Kerri's reputation. This passive approach risks fostering a sense of complacency within the organization and may ultimately lead to further customer attrition, affecting long-term profitability and Kerri's career prospects (Heifetz & Laurie, 1997).

The second option—accepting the job offer from a competitor—might offer personal relief and new opportunities; however, it neglects the potential to effect meaningful change within Medequip. Leaving prematurely could also perpetuate the cycle of service failures if the organizational issues remain unresolved. Moreover, the decision to switch employers may be viewed negatively by future employers, especially if the root problems at Medequip are not addressed by moving on (Kotter, 1998). Therefore, this choice appears shortsighted unless there is clear evidence that organizational change within Medequip is unlikely.

The third option—initiating a collaborative meeting with her sales manager and key team members—offers a proactive approach. Documenting service failures and engaging stakeholders underscores the importance of transparency and collective responsibility. Collaborative problem-solving can lead to the development of targeted strategies to improve service quality, reinforce team accountability, and restore customer confidence. Such an approach aligns with transformational leadership principles, emphasizing empowerment, communication, and shared vision (Bass & Riggio, 2006). It also allows Kerri to leverage her experience and influence to foster a culture of continuous improvement within her department.

Given these considerations, the most strategically sound decision for Kerri is to request a meeting with her sales manager and team members to address the service failures directly. This action demonstrates initiative, leadership, and commitment to organizational improvement. It can also help identify systemic issues, such as inadequate training, resource constraints, or communication gaps, which may be responsible for the decline in service quality. Once these issues are acknowledged, the team can collaboratively develop solutions—such as process revisions, staff training, or workflow adjustments—that align with the company's growth objectives and customer expectations (Northouse, 2018).

Addressing internal challenges head-on not only preserves Kerri's reputation but also enhances her influence within the organization. Additionally, this approach can serve as a foundation for long-term systemic improvements, reducing the risk of losing high-performing sales staff and customers. If, after earnest attempts at resolution, the situation remains unchanged and service quality does not improve, then evaluating other options, including changing jobs, may be justified. However, taking decisive action to collaborate internally reflects professional integrity and leadership responsibility (Goleman, 2000).

In conclusion, proactive engagement with organizational stakeholders to address service issues offers the most effective strategy for Kerri to protect her professional reputation, support her team, and ensure customer satisfaction. While all options have merit, collaboration and problem-solving are fundamental to overcoming organizational challenges and fostering lasting improvements in service quality within Medequip.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
• Heifetz, R., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124–134.
• Kotter, J. P. (1998). Leading change. Harvard Business Press.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.