Staff Meeting Problems

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Staff Meeting Problems

  1. 1. Staff  Mee(ng  Problems   LEADERSHIP  |  THEORY  AND  PRACTICE   Psychodynamic  Approach   Case  12.2  
  2. 2. Hypotheses  •  Stan  Williams   –   General  manager   –   Division  of  a  small  company  •  Once  a  month    Staff  mee(ng  •  Key  people  of  the  company   –   4  technical  specialists   –   3  sales/marke(ng  people   –   1  budget/finance  person  
  3. 3. Stan  &  his  Staff  Mee(ngs  •  Stan’s  characterisitcs:   –  Very  orderly  person   –  Creates  agenda  for  each  mee(ng  •  Stan  invites  pa(cipa(on   –  He  believes  in  crea(ng  a  team  atmosphere  
  4. 4. However…  •  Differences  in  degree/kind  of  par(cipa(on  Role   Par*cipa*on  1  Budget  &  Finance   Only  to  answer  direct  ques(ons  3  Sales  &  Marke(ng   High.  They  dominate  mee(ngs.  Tell  jokes  4  Technical  specialists   Just  sit  there.  Roll  their  eyes  showing  frustra(on  •  Result  is  the  opposite  of  Stan’s  expecta(ons   Instead  of  cohesion,  there  is  fric*on  and  conflict  
  5. 5. Stan’s  thoughts  •  No  staff  mee(ngs  any  more  •  Instead,  mee(ng  separately   – Technical  specialists  AND  Budget/Finance   – Marke(ng/Sales  AND  Budget/Finance  Ps:  Stan  has  no  access  to  HR  department  
  6. 6. Ques(ons  1/4  Should  Stan  stop  having  the  mee(ngs?  
  7. 7. Ques(ons  2/4  Should  Stan  be  much  more  direc(ve  by  asking   for  par(cipa(on  by  specific  people  when  he   thinks  it  is  needed  on  a  par(cular  agenda   item?  
  8. 8. Ques(ons  3/4  Should  he  devote  a  mee(ng  to  describing  what   he  wants  of  the  team  and  what  he  sees   happening,  invi(ng  everyone  to  talk  about   their  reac(ons  to  the  mee(ngs  and  discussing   ways  to  try  to  become  a  team?  
  9. 9. Ques(ons  4/4  Should  he  seek  out  a  consultant  to  help  with  the   problem?  

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