Staff Meeting Problems
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Transcript of Staff Meeting Problems
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
• Result is the opposite of Stan’s expecta(ons Instead of cohesion, there is fric*on and conflict
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
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?