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Continental Ag Case Study

In: Computers and Technology

Submitted By burr91
Words 2594
Pages 11
Introduction

Throughout the last several decades, Continental AG has transformed itself from a small German company into a global systems supplier that manufactures components, modules, and tires for the automotive industry. The International Management Program (IMP) within Continental AG is designed and implemented for high-potential managers to be challenged with strategic projects of importance to the corporation and to observe how they handle themselves and the project itself. Unfortunately, the IMP is currently experiencing major complications with one group of participants. Over the last nine years the IMP has apparently been a very successful and fruitful program. The IMP 2000, however, includes three individuals that have not progressed efficiently and are way behind schedule with their project. With six weeks before the deadline, this specific project may have to be scrapped, but the following analysis will go into more detail about what can be done to make sure this situation does not happen in the future.

Problem Identification

1. The team is constructed before identifying and completing the task analysis

2. After team formation, relationships are inappropriately developed and nurtured

Diagnosis

Proper team construction is designed to foster effectiveness. In this case, however, the team consisting of Herr Doctor Klaus Meier, Herr Werner Winkel, and Mr. John Caldwell has been dysfunctional and anything but effective. The first major problem we will address is the improper order in which the team was built. The designing and building of teams is supposed to follow three phases: Task Analysis, People and Relationships. In order for a team to be effective, it is important that these phases be completed sequentially. The root problem in this situation is the fact that the IMP 2000 team was built out of order. The team was...

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