Chattanooga Ice Cream Case Analysis2

Topics: Decision making, Management, Decision theory Pages: 3 (1020 words) Published: August 13, 2015
Chattanooga Ice Cream Case Analysis
Chattanooga Case Analysis
Nicholas Trudics
Jack Welch Management Institute
Dr. Barrett
JWI 510
Executive Summary
The Chattanooga Ice Cream Division Case highlights Charles Moore, the head of said division and his responsibility to his company and his team. The following discusses the dynamic and dysfunction of a senior leadership team, and the contribution of both the individuals and their leader to that dysfunction. Also discussed is the management style of Charles Moore as well as recommendations for the future of this team. Introduction

Chattanooga Ice Cream, Inc. was a subsidiary of Chattanooga Food Corporation, founded in 1936. The Ice Cream Division of Chattanooga Foods was one of the largest regional ice cream manufacturers in the United States. (Sloane, 2003) Following the loss of it’s third largest customer, the division’s president and general manager, Charlie Moore and his executive management team met several times to discuss the future of the division. Moore was responsible for not only making a very significant decision about the company’s future, but also the conflicting attitudes and opinions of the members of his team. Team Dynamic and Dysfunction

There were quite a number of reasons why the Senior Management team at the Chattanooga ice cream division was dysfunctional. Firstly, the team was not formed under its current leader, Charles Moore, whose management style guided him to make decision publically. Rather, this team was a product of the former head of the division who made decisions privately without consensus. Based on this, it can be presumed that the senior management team had not been given voice and dignity, as their buy-in was not needed or requested by the manager that they were formed under. This fostered an environment where the members of the management team stopped giving voice and dignity to each other, and the team dynamic became one of cynicism and conflict....

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Lencione, P. (2002). The Five Dysfunctions of a Team. CA: Jossey-Bass
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Mehta, B. (2013, April 01). Engagement: what’s missing?. Training Journal, 56
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Welch, J (2005). Winning, NY: HarperCollins
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