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Acton-Burnett

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Problem:
Ujawnienie informacji z raportu Bowe’a przed omówieniem ich zgodnie z planem Bakera.
Przyczyny:
Otoczenie | 1. Ustalenie zakresu prac zespołu przez Keene i Ryana – dział marketingu, 2. Wykonywanie prognoz popytu przez czterech kierowników ds. rynku. | 1. Ustalenie struktury zespołu przez Keene i Ryana, | 2. Wyznaczenie kierowników niższego szczebla ze struktury marketingu, | 2. Pominięcie regionalnych kierowników sprzedaży, | 3. Kierownicy ds. rynku zajęci i niezbyt skłonni do podobnych zmian w procedurach wcześniej. | 3. Wyznaczenie jako eksperta Ezra Bowe. | 1. Konflikt w firmie pomiędzy marketingiem a analizami, 2. Zarzucanie pracownikom analiz niekompetencji w odniesieniu do badania trendów w gospodarce. | 1. Konflikt pokoleniowy w firmie – zółtodzioby w stylu Bakera, 2. Wprowadzanie nowych menadżerów do organizacji. |

Organizacja | 1. Trudności firmy, | 2. Wzrost cen złota a po otwarciu rynku, spadek, | 2. Recesja w latach 2004-2005, | 1. Wprowadzanie nowych menadżerów do organizacji, 2. Acton, prezes firmy ukończył studia MBA, 3. Acton wierzy, że czterokrotny wzrost firmy jest związany z zmianami w marketingu, 4. Acton jest orędownikiem zatrudniania menadżerów z dypolmen MBA, 5. Budzi to spory opór ze strony starszych pracowników. | 1. Hunneuus jest niezadowolony z powodu zlecenia przez Actona prac komuś innemu, 2. Hunneuus jest niezadowolony, że Keene i Ryan nie poprosili go o kierowanie zespołem. | 1. Kultura firmy nakłada na Bowe’a obowiązek przedyskutowania z Ernstem problemu dotyczącego poziomu sprzedaży i kierowników regionalnych. |

Inni ludzie | 1. Początkowy opór menedżerów produktów w pracach zespołu. | 2. Niezadowolenie Hunneuusa. | 1. Regionalni kierownicy sprzedaży notorycznie zawyżają wartość prognozy. | 1. Kłótnie i emocje podczas prezentacji dla Keene i Ryana, 2. Przerwanie prezentacji przez Keene, | 1. Bowe zagrożony przed swoim szefem, 2. Hunneus grozi pójściem do Ernsta (przełożony Bowe’a) po przeczytaniu raportu Bowe’a, 3. Eldredge przeczytał i poinformował Hunneuusa o raporcie Bowe’a, 4. Baker nie zabrał raportu ze sobą i zostawił go na biurku. |

Klient | 1. Staż i doświadczenie Bakera, | 2. Niewielkie doświadczenie Bakera w pracy zespołowej. | 2. Krótki stażem w firmie. | 1. Ustalenie 3 kierunków prac i podział dokonany przez Johna Cassis, 2. Nieznaczący udział w trakcie pierwszego spotkania. | 1. Przesunięcie koncentracji na obszar pracy jednej podgrupy – Baker pracujący z Cassisem i trójką menadżerów produktów. | 1. Nadinterpretacja słów Eldredge’a w sprawie konieczności przygotowywania prognoz przez grupę Hunneuusa a nie przez kierowników rynku, 2. Nieregularne kontakty z Eldredgem, | 1. Decyzja dotycząca przedyskutowania z Ernstem informacji dotyczących kierowników regionalnych. | 1. Zwołanie spotkania 23/07 w niepełnym składzie, | 2. Niewłaściwa ocena stopnia przygotowania grupy. | 2. Edlredge w NY, 3. Utrudnienia w zbieraniu danych, 4. Ukrywanie informacji przez kierowników sprzedaży. | 1. Nieskojarzenie problemu zgłoszonego przez Edlredge | 1. Zostawienie raportu Bowe’a w pokoju, 2. Decyzja dotycząca nieprzedstawiania podczas prezentacji danych z raportu Bowe’a – analiza 1 dzień później, 3. Przyjęcie do wiadomości nieprzygotowania raportu w terminie przez Bowe’a, 4. Pozostawanie przy terminie 4 sierpnia pomimo nieprzygotowania Bowe’a i Edlredge’a. | 1. Zdjęcie odpowiedzialności tylko z menadżerów produktów – prezentację wykona Cassis. |

Rozwiązania na początku projektu:
Podczas pierwszego spotkania z Keene i Ryanem, Baker winieni zakwestionować sugerowany układ w grupie – powinni pojawić się regionalni kierownicy sprzedaży (zawartość grupy s. 201). Oprócz tego należało zwrócić na strukturę w grupie – zbyt wielu menadżerów produktów bez ich przełożonych (rozmiar grupy s. 200). Baker winien zasygnalizować sponsorom, że chciałby mieć wgląd w rekrutację i przygotowanie członków zespołu (wpływ na rekrutację i przygotowanie graczy zespołowych s. 227). Ze sponsorami sensowne jest także ustalenie granic w których porusza się grupa i zwolnienia z odpowiedzialności za ewentualne negatywne odkrycia (unikanie polaryzacji w stronę minimalizacji ryzyka s. 205). Lepsze wyniki daje rozmowa ze sponsorami w temacie potencjalnych ograniczeń kulturowych, które mogą negatywnie wpływać na efekt projektu (nieznajomość kultury organizacji s. 355). Utworzenie parasola ochronnego nad zespołem z uwagi na potencjalne niezrozumienie ze strony doświadczonych pracowników (bariery na drodze do różnorodności s 359 i pracownik w trakcie socjalizacji szefem projektu s 361).
Rozwiązania w trakcie prowadzenia projektu:
Podczas pierwszego spotkania grupy należało dopracować normy w pracy z grupą (etap tworzenia norm s. 192, normy grupy s. 194). W jego trakcie należało ustalić częstotliwość spotkań (ustalenie i zwiększenie ilości czasu spędzonego wspólnie przez członków grupy s. 202). Zabrakło zbierania pomysłów od ludzi zarówno na początku, jak i w momencie odkrycia problemu z terminowością i raportem Bowe’a (burza mózgów s. 206). W zasadzie nie nastąpiło przekształcenie grupy w zespół (różnice między grupami i zespołami s. 214) ze wskazaniem na zespół problemowy (s. 215), który dzięki synergii, lepszej odpowiedzialności i koordynacji działań, mógłby stać się bardziej efektywnym narzędziem. Prowadząc grupę nie może angażować się tylko w prace jednego podzespołu i ogarniać należy wszystko (skuteczne przywództwo s. 229). Jako lidier i przywódca Baker ma małe szanse na zidentyfikowanie potencjalnych utrudnień, jeśli nie będzie zjednywał sobie wszystkich decydentów (subkultury s. 356).
Plan działania: 1. Do napisania… 2.

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