1 to 3 years
4 to 8 years
9 to 14 years
15 years and more
By selecting an option which may result in immediate increase in the share price and will reassure the shareholders before the annual meeting next month.
By expecting the CEO to make the ultimate decision since this decision may potentially have such a big impact.
By defining all the options, describing each in terms of its strengths and weaknesses.
By expecting the Head of the affected department to make the decision as this decision may affect the livelihood of some of his team.
Engage the team by asking tough challenging questions requiring well framed responses; forcing them to think of all possible alternatives.
Discuss options, on an individual basis, favouring more open discussion, with the affected department leader(s) and make a decision.
Ask each team member to provide alternative solutions to minimize the impact on the affected department and take a decision.
Involve the team into a brainstorming session for the identification of alternatives and choose the most popular one.
The Executive team should disregard the opinions of its members that do not get on, as this personality clash may taint their ability to make a rational decision.
The decision should be based on the opinion of the majority because it is not always possible to please everybody 100% of the time.
The Executive team should strive to reach the best possible decision for the group and all of its members, rather than opt to pursue a majority opinion, potentially to the detriment of a minority.
Executive team members should not be given equal input into the process; some members should carry a weighted vote.
A positive relationship.
Different interests (goals or objectives).
Satisfactory zone of possible agreement.
1. Create the vision 2. Create a sense of urgency 3. Communicate the vision 4. Alert the organization 5. Manage the planning and execution processes 7. Manage the planning and execution processes
1. Alert the organization 2. Create a sense of urgency 3. Create the vision 4. Communicate the vision 5. Manage the planning and execution processes
1. Create the vision 2. Alert the organization 3. Communicate the vision 4. Create a sense of urgency 5. Manage the planning and execution processes
1. Alert the organization 2. Create the vision 3. Create a sense of urgency 4. Manage the planning and execution processes 5. Communicate the vision
Hold meetings as required to discuss progress on an ad-hoc basis as issues arise.
Develop a strategic plan that includes specific and measurable goals to implement the vision and follow these up until closure.
Evaluate final vs. expected outcome at the end of the project to determine if the implementation of the change has been successful.
Look at the year end financial statements to verify that the change has been successful in improving company performance.
Immediately hire a translator and set up a training program in the new company to teach the personnel how to speak each other’s language.
Investigate and determine the root cause, evaluate the impact on released batches and implement suitable corrective and preventative actions.
Change the specification now for all ongoing batches and evaluate the impact on released batches.
Immediately recall all impacted batches and initiate investigation later.
Meet all new employees and explain/train on how the acquiring site department works (since it will now be their new ways of working).
Gather information on newly acquired company ways of working and culture in order to develop an integration plan.
Gather an impacted team of employees from both sites to create a comprehensive integration and tactical plan for the department.
Develop a complete plan of actions, train the personal and implement.
Monitor progress daily and routinely.
Narrowly define tasks and constantly inquire about their progress.
Monitor progress at variable intervals.
Involve the team in regular evaluation of the project progress.
You explain the objective, divide it into manageable tasks which can be handled by skilled individuals and allocate proper resources and responsibilities.
You seek that each person is the expert in his/her field and consider their decision primordially.
You build human relationships which result in a minimum of human friction within the team.
You provide the newly assembled team with the objective (including timeframe), assign a team leader and let the team determine roles & responsibilities.
Delegation of tasks should be done only when necessary. Ultimate responsibility should be shared among the team members.
The person in charge let the team identify who will be responsible for specific areas of the plan.
Decisions should be centralized to the highest feasible level of the team.
Delegated authority must equal responsibility to ensure completion of the job.
Individually communicate the plan with department leaders and ask them to share this information with their personnel.
Present your plan and explain your strategy at the next Executive team meeting and move forward with the implementation.
Present the plan and impacts to the affected departments making sure they understand the rational of your decision and allowing them to recommend changes if necessary.
Present your plan and explain your strategy at the next Executive team meeting and make a team decision on a majority basis.
Planning, Organizing, Controlling, Directing
Planning, Directing, Controlling, Organizing
Planning, Directing, Organizing, Controlling
Planning, Organizing, Directing, Controlling
It depends on the circumstances involved.
I always consult the involved employees and get their input.
As I am in charge of this project, I will make the decisions.
I always consult with higher management for their preferred option.
Communicate some details of the change to employees to avoid extra questioning.
Gather the employees in a meeting to explain the reasons for the acquisition and encourage feedback.
Provide information on a need to know basis to prevent people getting over-anxious.
Send an email to all employees to explain the reasons of the change.
1. Assign the jobs. 2. Establish goals for the work group based on organizational goals. 3. Determine what tasks must be completed 4. Provide necessary resources. 5. Delegate the proper authority to the people.
1. Establish goals for the work group based on organizational goals. 2. Determine what tasks must be completed 3. Assign the jobs. 4. Delegate the proper authority to the people. 5. Provide necessary resources.
1. Provide necessary resources. 2. Establish goals for the work group based on organizational goals. 3. Determine what tasks must be completed 4. Assign the jobs. 5. Delegate the proper authority to the people.
1. Determine what tasks must be completed 2. Delegate the proper authority to the people. 3. Provide necessary resources. 4. Assign the jobs. 5. Establish goals for the work group based on organizational goals.
1. decide 2. implement the decision 3. develop alternatives 4. evaluate the decision. 5. define the problem 6. identify decision criteria
1. identify decision criteria 2. develop alternatives 3. decide 4. define the problem 5. evaluate the decision 6. implement the decision.
1. define the problem 2. identify decision criteria 3. develop alternatives 4. decide 5. implement the decision 6. evaluate the decision.
1. evaluate the decision. 2. develop alternatives 3. identify decision criteria 4. define the problem 5. decide 6. implement the decision
1. appreciating 2. discussing 3. planning 4. preparing 5. auditing
1. preparing 2. planning 3. appreciating 4. discussing 5. auditing
1. appreciating 2. auditing 3. preparing 4. planning 5. discussing
1. preparing 2. planning 3. discussing 4. auditing 5. appreciating
Any project should be broken down into minor objectives.
The sequence of activities is important when allocating priorities.
Timing and scheduling is a vital part of planning.
Planning would allow you to define the major objective.
With the team, determine predictable events that may interfere with customer satisfaction and construct a plausible set of scenarios.
Establish good interpersonal relations with the South American team to make them feel at ease to share their concerns.
With the team, and with potential consulting help, initiate the study of potential cost-benefit impact and present the data to the CEO.
Given that customer service is a very important aspect of business, immediately implement a risk prevention plan focusing on customer service quality and provide periodic updates to the CEO.
Better planning and team communication.
Optimization of the manufacturing activities that remove surprises and last minute decision making.
Controlling the manufacturing and testing activities.
Better decision making process and team responsibility.
You insist on the importance of pursuing the decision taken at the previous meeting.
You ask for additional resources to help out the team.
Without wasting any more time, you assign the tasks to each team member and make it clear that you expect them to be completed by the next meeting.
You open a discussion and encourage members to openly express opinions to find out if all were clear on what should have been done.
You meet with each member to collect his opinion/suggestion and you take the final decision based on each member feedback.
You call a meeting where you ensure that everyone’s opinion is expressed, challenged and considered and that the final decision is clear to and accepted by a majority of members of the team.
You call a meeting where you ensure that everyone’s opinion is expressed, challenged and considered and that the final decision is clear to and accepted by all team members.
You meet with each member to collect his opinion/suggestion, but to avoid any more lost of time and to ensure your project is still within the timelines, you decide to keep the decision taken at the first meeting.
In which area is the new company competition not meeting customer needs?
What makes the new company distinctive?
What is the purpose of the new company?
What does this new company have to do in the future to remain competitive?
Since the situation appears very tense, you will wait until the ‘acute’ phase pass and then will approach each person involved in a conflict individually to discuss the situation and to confirm what really happened.
You explain to the involved employees that this kind of behavior is unacceptable and that you would expect everything to be corrected by the next meeting.
You immediately call a meeting with a goal of changing a process as the communication issues should not have an impact on the system if the system is properly designed.
You meet with the involved employees together to analyze and discuss the situation. You develop the plan on how to avoid similar situations in the future and you follow up on the progress on the next meeting.
You will ensure that detailed minutes will be taken at every meeting concerning the project and shared with both team members.
You will assiduously inform the impacted team of the feedback and decisions taken by the Executive team.
You are the one having the most global picture of the project, you will determine which and when new information should be shared.
You will ensure that the team agrees at every meeting on actions and messages that should be shared with the relevant teams in a timely fashion.
Send an email to your team with the plan document. Since the project is for a long term, people will need to have access to the document at different points in time.
Send an email to your team with the plan document, hold a meeting with your team and present your plan and encourage feedback.
Send an email to your manager with the plan document; discuss the plan with him. After all, he was the one giving you this task and will be in charge of sharing the plan with others.
Send an email to your team with the plan document, plan meetings with each person separately, giving the information relevant to this person.
The time spent writing a plan could be better spent by getting into the action to achieve the objectives faster.
A useful plan is a schedule or work breakdown structure of tasks to perform.
Breaking large tasks into multiple small tasks make it harder to plan.
Dividing large problems into small bits improves your ability to make accurate estimates.
You let the team move forward as is since it’s progressing well, and apply minimal supervision while tracking performance and providing feedback.
You use rewards you have established to encourage them to stay aligned & focussed towards the team’s goals.
You set goals for employees with their collaboration, you ensure alignment to the team’s goals and you exchange feedback.
You take steps to establish and develop strong interpersonal relationships with your team mates.
You perform a root cause analysis, develop and implement CAPA (Corrective Action, Preventive Action).
You record the team’s concerns in the meeting minutes, and assign someone to report periodically to you on the plan’s progress.
You reassure the team that the results are as expected, in fact there is always a degree of uncertainty in the first phase of a plan implementation.
You collect information on the reasons of this outcome and then position the outcome in the current situation of the plan for potential adjustments.
Present to the team the information you understood about the need to change and prepare them for the impact with what is to come.
Present the information explaining why a change is needed, realistically measure the change requirements, draw the action plan and consider the controlling tools to be.
Present the need for change and explain that a greater effort will be required from each individual team member to succeed.
Present the new vision, the already approved direction and ask team members to actively participate in implementing the change.
Past experience and empathy
Decision making capability
Ability to improve himself
Interpersonal relations and technical skills
Balancing responsibility and accountability
Controlling the sharing of information
Respecting other’s opinion
Person 1: this person proposes to take the challenge and get on board to manage the new intercultural group.
Person 2: this person proposes to lead that group in an efficient manner and taking the time to read books to better know about the South American culture.
Person 3: this person proposes to be assisted by her colleagues from South America to help her to deal with the culture differences even knowing that this implies some extra costs and efforts.
Person 4: this person proposes to manage this new group using her previous experience of working with a different culture.