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Staff	
  Mee(ng	
  Problems	
  

  LEADERSHIP	
  |	
  THEORY	
  AND	
  PRACTICE	
  
       Psychodynamic	
  Approach	
  
                     Case	
  12.2	
  
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	
  
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	
  
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	
  
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	
  
Ques(ons	
  1/4	
  




Should	
  Stan	
  stop	
  having	
  the	
  mee(ngs?	
  
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?	
  
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?	
  
Ques(ons	
  4/4	
  



Should	
  he	
  seek	
  out	
  a	
  consultant	
  to	
  help	
  with	
  the	
  
                                problem?	
  

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Staff Meeting Problems

  • 1. Staff  Mee(ng  Problems   LEADERSHIP  |  THEORY  AND  PRACTICE   Psychodynamic  Approach   Case  12.2  
  • 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. 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. 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. 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. Ques(ons  1/4   Should  Stan  stop  having  the  mee(ngs?  
  • 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. 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. Ques(ons  4/4   Should  he  seek  out  a  consultant  to  help  with  the   problem?