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Essay / Research Paper Abstract
A 3 page essay that offers a reaction to the essay "The Team That Wasn't" by Suzy Wetlaufer. This essay offers a detailed business scenario that describes how a team of department manages for the FireArt Company are failing at their task to reorient their business strategically, largely due to the efforts of one brilliant manager, Randy, to derail the efforts of the outside expert, Eric, who was brought in from New York by the CEO. After describing this business scenario, Wetlaufer offers the reactions of seven business management experts on how the situation should be handled. The writer then discusses these opinion and which one is the best solution. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: D0_khtwt.rtf
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Unformatted sample text from the term paper:
Company are failing at their task to reorient their business strategically, largely due to the efforts of one brilliant manager, Randy, to derail the efforts of the outside expert, Eric,
who was brought in from New York by the CEO. After describing this business scenario, Wetlaufer offers the reactions of seven business management experts on how the situation should be
handled. Of these opinions, the one posited by Genevieve Segol not only seems to summarize many of the points by others, but her solution fits with what psychology experts
say about personal motivation in relationship situations. Segol agrees with several other experts that the team described in the scenario would not work well to develop a strategic realignment,
even if Randy were not intent on sabotaging efforts to achieve this goal. This is due to primarily to the teams guidelines being too amorphous and unclear, leaving team members
unclear about precisely what they should be trying to accomplish. Segol points out that no-one has asked the basic question, which is "What is the real problem with FireArts
business?" (Wetlaufer 44). Jack Derry, the company CEO, felt that the companys declining sales was due to other firms entering FireArts niche, but this explanation is shy on specifics.
The various solutions offered by the department managers each focus on a different answer to the implied big question of what is causing FireArts decline. Pinpointing and defining this issue
represents the "first step," according to Segol in creating a long-term solution (Wetlaufer 44). Segol also believes that the CEOs "hand-off" attitude is inappropriate and several other experts
agree (Wetlaufer 45). As Segol points out, not only did Derry fail to anticipate and avoid this situation, when trouble began to brew, "he hired an outsider to correct
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