Chattanooga Ice Cream Case

Topics: Leadership, Decision making, Management Pages: 5 (1168 words) Published: June 4, 2014
The Downfall of Chattanooga Ice Cream 1

THE DOWNFALL OF CHATTANOOGA ICE CREAM

AMBER PARKER

JACK WELCH MANAGEMENT INSTITUTE

PROF. ARDITH BOWMAN

JWI510007

5/12/2014

THE DOWNFALL OF CHATTANOOGA ICE CREAM 2

ABSTRACT

In this paper I will do an analysis on what I think cause the downfall of Chattanooga Ice Cream. I will also give and observation of the Chattanooga Ice Cream Division and how lack of respect and communication caused them to lose one of their biggest clients. I assay Charlie Moore's leadership style. I will see how things could have been handled differently, if they would have applied teamwork and good leadership to the equation.

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INTRODUCTION

Chattanooga Ice Cream, Inc. was a division of Chattanooga Food Corporation, which was founded in 1936. The Ice Cream Division of Chattanooga Foods was one of the largest regional ice cream manufacturers in the United States, (Sloane, The Chattanooga Ice Cream Division, HBR, p.2). Following the loss of Stay & Shop one of their largest customer, Charlie Moore the division's president and general manager, and his executive management had several meetings to discuss the future of the division and their product. Moore was responsible for the outcome of the company's future, and dealing with the conflicting attitudes and opinions of the members of his team. It was his responsibility to make sure everyone was on the same page to get the company back up and running properly.

CHARLIE MOORE AS A LEADER

If I had to give detail as to what type of leader Charlie Moore was on the DiSC he would be a S & C leader. He preferred an orderly environment. He believed in collaborating to get things accomplished.

The Downfall of Chattanooga Ice Cream 4

He strived to make progress in the company. He wanted to help the company meet its goals with getting its products back on the market and being competitive. He also wanted to have the team make steady and careful progress toward meeting the goals for the company. Moore values group's efforts. He is not an aggressive leader and tends to avoid competitive environments and conflict. "Disdaining such behavior, Moore feigned a deaf ear to it, hoping his subordinates would get the signal and cease complaining about each other.",(Sloane,2003, p.2). These are all good qualities to have in a leader, but I think it also led to his failure as a leader.

When Moore took over the division he came with a history of leading openly, preferring to operate in an environment of group decision making. He assumed that everyone would be able to come together in agreement as to what direction the company should go in. His judgment proved detrimental to the team. As the management team was incapable of coming to a compromise, because they had no respect for their teammates. Their action physically and verbally showed a lack of trust for one another.

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Everyone was pointing the finger, and no one person saw fault in their part of the company's downfall. Moore never developed an environment of trust among his team members.

Moore did not prepare the team for the change that was to come. He needed to "prepare organizations for change and help them cope as they struggle through it" Week 2, Lecture -What Great Leaders Do. Instead of showing "positive energy" (Welch, 2005, p.84) he called the team together to "mourn" (Sloane, 2003, p.1). So he had already set a negative atmosphere for the meeting. Moore showed a lack of Candor. As a leader he should have all the questions, and those questions should create a debate among the team members, "Rule 6: Leaders probe with curiosity that borders on skepticism, making sure your questions unleash debate and raise issues that get action" (Welch,2005,p.74). Charlie should have come into those meetings with a communication strategy. That way the team would have understanding, and everyone would support a...
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