Case 21.docx

Harold Andrew V. Chiong June Edward Fernandez Syed Omar A. Sayre Ivan Kristoffer Tong-an April Shane R. Tupas

MGT431

February 2,2017 T.Th./1:00P-2:30P/C406

Written Analysis of the Case – Case 21 I. Background Mr. Pettis LeMaster, the Mercury Standard Corporation’s CEO, suffered a recurrence of prostate cancer and became increasingly absent as he sought after for medical treatment. In his absence, and with the board’s approval, he made an interim arrangement for Myron Morton to run the executive committee meetings and to continue to direct operations. Mercury’s CFO (Chief Financial Officer) was not happy with the arrangement. Myron Morton, the vice president in charge of operations at Mercury hired Mr. Sam Shruggins, an OD consultant, to assist what he understood to be a team development effort. Mr. Morton pointed out that the team was generally conflict avoidant and was viewed by him as in efficient in dealing with real issues. Mr. Myron brought in Mr. Shruggins to make the team to be more aligned and at least pulling the same direction and to perform at higher level. On the first meeting, Shruggins met the team but without prior notice. He then left the group with an assessment form which was a five factor measure of personality to be accomplished and evaluated on the next meet. Shruggins is not new to such measure as he had previously used it and have found it to be harmless. The second meet started by reviewing the results of the assessment and was culminated by an activity that Shruggins conducted which was abbreviated as OCEAN referring to openness, conscientiousness, extroversion/introversion, agreeableness and neuroticism. The results of the test were supposed to be confidential and should be kept to one’s self as reminded by Shruggins. However, such confidentiality was broken when employees who took the test shared through gossip the results of their co-workers. The gossip grew and was captured by a local newspaper who then published both in print and online. Such news brought the company to a bad light and the OD intervention was postponed. Meanwhile, the organization is back to normal but there are times where the senior management team are backstabbing and name call their teammate.

II. Problem statement: How will Mercury Standard Corporation's executives overcome the barriers and improve team effectiveness? III. Areas of consideration: Intervention - Interventions should be considered because it is must be appropriate and resolve the problem of the company. The intervention used in the case backfired and resulted to more problems with the teams and even their image. Leadership style - Myron Morton's Leadership style and decisions heavily influences the performance of the teams. Team Relationships - Good relationships between the team members and Morton should be established to improve effectiveness and lessen Workplace issues. Communication- Good communication is important because is reduces misunderstandings and promotes good relationships among team members. IV. Alternative Courses of Action 1.) Confrontation meeting Pros: a. Very limited time is required for this intervetion b. There is enough cohesion within the team for such an activity c. An Intervention like this is suited for the team since they have been working for almost 40 years with Lemaster Cons: a. The duration of the event might not be enough to address all problems b. personal biases are inevitable c. May lead to more conflicts and disputes between employees 2.) Career Development Plan Pros: a. Increase in professionalism b. Succession planning is established c. Individual will develop self-assurance and trust in decision and job skills Cons: a. Uncertainty in a succesful outcome which invovlves not fully satisfying employees

b. Employees are less flexible with certain decisions and opportunities c. Time and resource constraint 3.) Appreciative Inquiry Pros: a. There is less confrontation in this process b. It gives a positive vibe to the members which may lessen personal biases c. Employees are energized and motivate through positive vibes Cons: a. Is diverts attention from the actual problem b. Can be time consuming c. This intervention may only have short term benefits V. Recommendation: We recommend Alternative Course of Action Three (3) to be implemented because it addresses the organizational issues that Mercury Company is facing; namely on its team effectiveness, clashing of diverse personality and internal conflicts that surrounds within the top management. With the help of appreciative inquiry its primary process begins with strengthening the team itself, it is evident in the case that there are hidden frustrations and problems, and with the help of this process team may find success, positive energy is released and the teams and individuals begins to gain a better understanding of themselves.

VI. Implementation Plan For Mercury Company to effectively accomplish and implement Alternative Course of Action Three (3) that is to resolved the internal conflict within the organization through the process of appreciative inquiry. Here are the following steps that the organization should do: 1.) The organization will undergo the process of discovery which consists of engaging Morton and relevant stakeholders in a dialogue about the strength of the organization, their best practices, accomplishments and rewarding. Overall with this process of laying all positive compliments it helps build an atmosphere of trust and fulfillment on the part of every stakeholder so they may be able to proceed in a further discussion in their current problems. 2.) There will be another meeting where the participants will look to the future and imagine how things could be articulating and sharing their visions for the future. It helps realign the organizational objectives and immediately resolved their problem so they can aim for their goal. In this meeting they will also collaboratively construct a vision for a new future and actions that move the team and organization to a desirable new point . 3.) With the resolution of their problems their will be another discussion which focuses less on action plans and spreadsheets and more on creating grassroots networks of interested and committed parties who are empowered and who freely choose to take action on their own. Considering the ineffectiveness within the team and organization, this self-actualization helps the team to freely decide for themselves inline of what will be good for the organization. Having said, the personal and team conflicts will decreases as the group learned to resolve its ideational disagreements in favor of a common future. VII. Change Management Style The implications of how alternative course of actions can effect changes in the present organization, we have referred to Nadler and Tushman’s Congruence Model, which looks at the congruence between the following root elements that drive organization performance such as Work, Culture, Structure, and people. Here are the following factors that are currently present within the Safe Passage (charity) Organization: Work – Within the vicinity of their workspace, there is this internal conflict that is happening, misunderstanding on the part of employees and external strife that gravely affects the company’s image.

With the implementation of the alternative action, it promotes

professionalism and confidentiality to work, which will latter help the company uplift its current situation and regain its prestige. People – Majority of the people has been working in the company for years because of its benefit packages. What’s lacking within them is a strong threshold on their professionalism that is clearly understated in the company. Structure – It is evident that the company has internal conflict within the board of directors and its succession planning. They don’t have a clear plan onto who will succeed and supervise the overall operation of the company. Culture – They are relatively diverse in terms of exposure and work environment that is currently presented by Morton who came from a progressive rural area before he transferred to brewery. It is also evident the culture of gossiping and confidentiality really cannot be suppressed when internal conflict is still existing..