Using The Textbook By Richard L. Marcic Dorothy 2013

Using The Textbookdaft Richard L Marcic Dorothy 2013understa

Using the textbook: Daft, Richard L. & Marcic, Dorothy. (2013). Understanding Management (8th ed.) Mason, OH: South-Western-Cengage Learning. Chapter 14 Analyze the Calgary Oil Shale Technologies, Inc. on pages and answer the following questions: 1. Algoma Howard and Carlos Debrito phased in permanent cross-functional teams in Alberta. What types of teams are the “fireside chats” and “problem-busting teams”? Through what stage or stages of team development did these groups evolve? 2. What role did Carlos Debrito play in the success of the Alberta team-based productivity project? What leadership approach did he employ to help reduce conflict between labor and professionals? Do you agree with Algoma Howard that if she just had a Carlos Debrito in Colorado, the project would succeed? Explain your answer. 3. What advice would you give Algoma Howard and her team for improving the employee-involvement climate, containing costs, and meeting production goals at the Colorado facility?

Paper For Above instruction

The analysis of Calgary Oil Shale Technologies, Inc. within the framework of team development and leadership strategies offers valuable insights into effective management practices. Focusing on the cross-functional teams implemented by Algoma Howard and Carlos Debrito in Alberta, this paper explores the nature of the “fireside chats” and “problem-busting teams,” their stages of development, the leadership role of Debrito, and actionable recommendations for enhancing team effectiveness and organizational performance.

Types of Teams: Fireside Chats and Problem-Busting Teams

“Fireside chats” typically refer to informal, open communication forums where team members and leaders engage in candid discussions about ongoing issues, organizational changes, or strategic directions. These chats foster trust, transparency, and sharing of concerns or ideas in a relaxed setting, thus serving as a vital tool for building cohesion and aligning goals. Conversely, “problem-busting teams” are task-oriented groups formed to identify, analyze, and resolve specific operational or strategic problems. These teams are usually formed temporarily and focus on troubleshooting and implementing solutions efficiently.

Both team types are integral to a dynamic organizational environment that emphasizes collaboration, communication, and problem-solving. The fireside chats are primarily developmental, building rapport and understanding among members, while problem-busting teams are tactical, aimed at immediate resolution of pressing issues.

Stages of Team Development

The evolution of these groups likely followed the well-established stages of team development outlined by Tuckman: forming, storming, norming, performing, and adjourning. The fireside chats probably originated during the forming or norming stages, establishing initial trust and shared understanding. As the team progressed, conflicts or disagreements—if any—would be addressed during the storming phase, eventually settling into norms of open dialogue. The problem-busting teams, on the other hand, most likely reached the performing stage rapidly, as their focus on problem-solving requires high levels of coordination, clarity in roles, and goal orientation.

Successful teams often cycle through these stages multiple times, especially in complex projects such as oil shale extraction, where technical challenges and stakeholder interests may cause regressions into storming before reaching high performance.

Role of Carlos Debrito and Leadership Approach

Carlos Debrito played a pivotal leadership role in the Alberta project, acting as a facilitator and mediator to ensure cohesive teamwork. His approach appeared to combine transformational and participative leadership styles. By inspiring trust, encouraging ownership among team members, and fostering open communication, Debrito was able to reduce conflicts between labor and professionals. His focus on collaboration and shared goals helped create an environment where diverse stakeholders could work synergistically, overcoming resistance and promoting collective effort.

This leadership style aligns with the transformational approach, emphasizing motivation, vision, and individual consideration, as well as a participative stance that values input and consensus-building. Such strategies are effective in complex technical projects requiring coordination among multidisciplinary teams.

Opinion on the Need for Leadership in Colorado

Algoma Howard's assertion that having a leader like Carlos Debrito in Colorado could ensure project success is plausible. Leadership significantly influences organizational dynamics, employee morale, and conflict resolution. In the Colorado context, where similar challenges may exist, deploying a leader skilled in fostering collaboration and managing cross-functional teams could accelerate progress and reduce setbacks. However, success also depends on contextual factors such as organizational culture, stakeholder engagement, and resource availability. Therefore, while strong leadership is critical, it must be adapted to local conditions for optimal results.

Recommendations for Improving Employee Involvement, Cost Control, and Meeting Goals

For Algoma Howard and her team to improve the employee-involvement climate, it is essential to establish participative decision-making processes, promote open communication, and recognize contributions. Implementing team-based incentives and continuous feedback mechanisms can foster a sense of ownership and commitment among employees. Additionally, investing in training to enhance skills aligned with organizational goals boosts productivity and innovation.

Cost containment can be achieved through lean management techniques, waste reduction, and efficient resource allocation. Conducting regular audits, engaging employees in identifying cost-saving opportunities, and utilizing technology for process improvement are effective strategies.

Meeting production goals requires precise planning, realistic target setting, and performance monitoring. Employing balanced scorecards and key performance indicators (KPIs) aligned with strategic objectives helps track progress and enable timely adjustments. Encouraging a culture of accountability and continuous improvement ensures sustained achievement of operational targets.

In conclusion, successful management of organizational change and project execution hinges on effective leadership, collaborative teamwork, employee involvement, cost management, and strategic planning. By adopting these recommendations, Algoma Howard and her team can enhance their operational effectiveness and achieve desired outcomes at their Colorado facility.

References

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