The problems in the case
The group had seen a variation in dressing which had displayed a contrast in thought in the group. The group members; Pete, George and Bill had seen confrontational and aggressive in methods. While these members desired innovative transformation and overhaul of the operations, the other group members desired acceptance and steady variations. This displayed a group that had contrast in thought.
Another problem arose was with regard to variation in data collection. A section of group desired keep hold of the response and confronts the members with information, then start a job design program that would bring about full quality management. The second group composed of Indar and Kay desired a slower and steady method.
Another rift took part with limited presence of Zoltan with the continued training. The group was composed of members who were not serious, for instance Pete and Bill created humor in cases that needed seriousness. The training program was diverse, the managers and departments were negative of the program and a waste of time and cost. The committee had did not make any effort to resolve these problems. The committee made the members of the group angry. The members led to a number of them to consider resigning from the company. The group similarly had a problem with its financial matters where it was charging over $700,000 annually to overhead and was not common with the managers as the costs were not issued.
What are the causes of these problems?
The group was composed of a team that is cohesive, where they were all involved in creating ideas, critiquing them and backing others. The group however had diverse dressing, individuality and openness, the members like Pete, George and Bill often dress informally in sport shirts and other members like Indar and Kay wore in their official attire (Nejati, 2010). This brought about the variation in thought by the group. The three members; Pete, George and Bill applied methods that were quite confrontational and aggressive in the ways that they handled things. These members desired innovative changes and a renovation of the company. There other members had contrasting points of view that were opposite to the aggressive manner. There was no need that the system begins where the system was effective.
In regard to the activities, training was applied in all of the levels of the company where information was to be acquired in strategizing for the next stage of the program. Here was where there was cause of problem. Some of the members desired to have feedback periods and meet the members with the information at hand (Analoui and Karam, 2003). There was similarly another group that opted for a gradual method. This was due to the reason that their limited level of acceptance in the company which could allow them a less risky approach like gathering of information and response.
Another division was missing of work by Zoltan, who would appear in the office at certain times. This was based on the lack of seriousness and commitment by the members like Pete. The members did not know what the training program was about. The evaluation of the group had a mixed aspect in it. The top leadership would classify it as being of benefit and others castigated its operations. They attributed it to be a waste of time and money.
The problem of financial overhead that was noted annually was because of poor skills and expertise in the management that led to a string of poor results (Taylor and Francis, 2012). The steps that were applied to solve the problem was not involving all of the members hence some of the members left disgruntled and even considered resigning due to poor management strategies applied in the group.
References
Analoui, F. and Karam, A. (2003).Strategic Management in Small and Medium Enterprises. Thousand Oaks: Cengage Learning EMEA.
Nejati, M (2010).Global Business and Management Research: An International Journal Vol.2 No.1. Florida: Universal-Publishers.
Taylor and Francis (2012). Journal of Business Economics and Management. Volume 13, Issue 5.
