Fireart, Inc. - 3755 Words

Case Two: FireArt, Inc. Diagnosis of team ineffectiveness and corrective action plans FireArt, Inc. has encountered a dilemma where their competitors are now able to profitably make short runs in the production of glass. Because of this competition, Jack Derry, the CEO of FireArt, Inc. has asked Eric Holt to put together a teamÂ…one person from each division, and have a comprehensive plan for the company s strategic realignment up, running, and winning within six months. Eric, being the newly appointed Director of Strategy, knew his overall goal and creates a formal group in order to fulfill the overall organizational mission of turning the company around. However even though a formal group is created, there is a lack of specific†¦show more content†¦For any effective work to occur there must be a certain amount of consensus on basic values. Eric is faced with the problems of whether or not the group will work effectively on the task and if the group will be psychologically satisfying. As n oted in the case study, Eric compiles a list of the senior managers and sets a date for the first meeting. After creating the team members list without input, he proceeds to independently create an agenda for his upcoming meeting. This leaves the team without any input or satisfaction in the creation or initiation of the group process. Eric also faces complex group needs as the group is composed of representatives of various departments. By creating this cross-functional group, Eric was faced with Maureen Turner who was known to complain that FireArt did not appreciate its six artists. Ray LaPierre, the Director of Manufacturing, feels insecure with himself, as he does not speak management due to his apparent lack of education. The only solution for these issues is to provide the group enough common experiences to permit a communication system and a climate of trust to emerge. This experience can be obtained by holding long meetings away from work, by encouraging members to ge t to know each other in more informal settings, or by sending them through some common training experiences. If Eric incorporated these ideas, he would encourage members to get to know each other in more informalShow MoreRelatedEssay on FireArt, Inc.3682 Words   |  15 PagesFireArt, Inc. Diagnosis of team ineffectiveness and corrective action plans   Ã‚  Ã‚  Ã‚  Ã‚   FireArt, Inc. has encountered a dilemma where their competitors are now able to profitably make short runs in the production of glass. Because of this competition, Jack Derry, the CEO of FireArt, Inc. has asked Eric Holt to put together a team†¦one person from each division, and have a comprehensive plan for the company’s strategic realignment up, running, and winning within six months. Eric, being the newlyRead MoreThe Team That Wasnt3588 Words   |  15 PagesWasn’t†, review of information received during the EMBA Retreat at Mercer University, and the compilation of topic specific research articles retrieved from a variety of academic databases. The Team That Wasn’t - Case Analysis Problem Statement: FireArt, Inc. is not prepared to use the â€Å"team† concept in its managerial structure; as a result, middle management cannot make the adjustments necessary to meet their assigned objectives. Assumptions: †¢ The relationship between Randy and CEO is unbreakableRead MoreMba 653 the Team That Wasnt Case Study2170 Words   |  9 PagesSection 1: Introduction Moving from New York City to the Midwest, Eric Holt has recently taken a new job as the director of strategy at a regional glass manufacturer named FireArt Inc. The CEO of the company, Jack Derry, has tasked Eric with developing a comprehensive plan for the company’s strategic realignment which needs to be implemented and working within the next six months. Eric has put together a team of the top six managers, one from each division, to accomplish this task. Unfortunately