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David Fletcher

In: Business and Management

Submitted By asarcar
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Draft Version: 1.0
Format: Non Narrative
Case: Managing Xerox’s Multinational Development Center & David Fletcher

Question#1:
David Fletcher has clearly made some mistakes in assembling & managing his initial “team” of analyst (i.e. Stephanie and Brian). Based on what you know from the course material, what would you consider to his most egregious mistakes – and why?

“David Fletcher” missed the fundamental elements to factors in building a team.
-Missing Focus on fact:
What the purpose of team?
What his newly form team is meant to do for him?
Initially I thought the reason he needs team so that someone can assist him processing the raw data and present him with accurate, time sensitive information in most optimized format. As he started building his team his started working toward diversification of the portfolio.
-Failed to create “Common Goal”: He failed to define the common goal for the team.
-Missed to work on “Emotional Intelligence” He failed miserably in building the (1) Team Trust (2) Team Identity and (3) Team Efficacy. Missing of these elements have contributed to conflict and misunderstanding.
-Balance of power structure He was trying to implement a flat /matrix structure within his team. Like every team even his team has strength and weakness as well. Due to missed action of “directive” followed with inadequate “participation and pace setting” has lead to losing the scope of “coaching of correction”.

-Lastly he (David Fletcher) believed “Success breed Success”. In a team environment- it’s not true.

Question#2:
What lessons might David Fletcher learn from John Clendenin to help him be more successful with his staff in the future? As you consider this question, be sure to consider how Fletcher’s context and challenges may be similar and/or dissimilar from John’s.

John Clendenin has an advantage to restructure a group...

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