Modern Lighting Industries Incorporated (Mli).
CONTENTS PART ONE – CASE STUDY ANALYSIS 3 KEY ISSUES: 1) What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that would seem to ensure success? Failure? 3 POSSIBLE SOLUTION AND ALTERNATIVE COURSES OF ACTION: 3) How, if at all, should Turner approach Cardullo at the end of the case? 5 PART 2 - INDIVIDUAL REFLECTION ON GROUP AND TEAM PROCESSES 9 INTRODUCTION 9 ANALYSYS: Team performance 9 ANALYSYS: Play the role. 10 ANALYSYS: Strengths and weaknesses. 11 LEARNING 11 CONCLUSION 12
PART ONE – CASE STUDY ANALYSIS KEY ISSUES: 1) What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that would seem to ensure success? Failure? |
This case study involves two members at managerial level at Modern Lighting Industries Incorporated (MLI). The members in question are the President of MLI, Cardullo and Turner, the Marketing and Sales Manager. This particular case study references the time from Turner commencing formal duties at MLI in his capacity as Marketing and Sales Manager.
Cardullo, as President of MLI was initially seeking to employ someone to take over the full managerial responsibilities at MLI. As an experienced manager and his availability to commence duties immediately, Turner appeared to be the perfect candidate to fulfil the role. However, even though all indicators presented Turner as the key candidate for a success of the company, after a few months the relationship between Cardullo and Turner had begun to deteriorate. The conflict appears to be a result of role expectations not being fully clarified and agreed upon by Cardullo and Turner at the point of Turner 's employment by Cardullo.
As Sharpe and Johnson (2002) state: "The relationship at the top executive level is very susceptible to conflict." Turner 's frustration and unhappiness resulted from unattended situations of conflict stemming from this initial lack of clarification having been made. Despite the
PART ONE – CASE STUDY ANALYSIS KEY ISSUES: 1) What did Pat Cardullo and Jamie Turner each initially bring to the situation at MLI that would seem to ensure success? Failure? |
This case study involves two members at managerial level at Modern Lighting Industries Incorporated (MLI). The members in question are the President of MLI, Cardullo and Turner, the Marketing and Sales Manager. This particular case study references the time from Turner commencing formal duties at MLI in his capacity as Marketing and Sales Manager.
Cardullo, as President of MLI was initially seeking to employ someone to take over the full managerial responsibilities at MLI. As an experienced manager and his availability to commence duties immediately, Turner appeared to be the perfect candidate to fulfil the role. However, even though all indicators presented Turner as the key candidate for a success of the company, after a few months the relationship between Cardullo and Turner had begun to deteriorate. The conflict appears to be a result of role expectations not being fully clarified and agreed upon by Cardullo and Turner at the point of Turner 's employment by Cardullo.
As Sharpe and Johnson (2002) state: "The relationship at the top executive level is very susceptible to conflict." Turner 's frustration and unhappiness resulted from unattended situations of conflict stemming from this initial lack of clarification having been made. Despite the
References: | Buchanan, David A. and Andrzej A. Huczynski 2010. Organizational behaviour. 7th ed. England: Pearson Education Limited Gabarro, John J. and Kaftan Colleen, 2011. Jimie Turner at MLI, Inc Harvard business school, Brief cases, 4254 Guttman, Howard M. 2004. “The Leader’s Role in Managing Conflict” Leader to leader 2004 (31) 48-53. http://web.ebscohost.com.dbgw.lis.curtin.edu.au/ ehost/pdfviewer/pdfviewer?vid=3&hid=17&sid=ce46d348-98e0-4b99-9363-61b53b21468c%40sessionmgr12 Kurtzman, Joel. 2010. “Fitting In: The Foundation for Successful Leaders” Leader to leader 2010 (58) 17-21. http://web.ebscohost.com.dbgw.lis.curtin.edu.au /ehost/pdfviewer/pdfviewer?vid=3&hid=17&sid=d78ebcb2-d67e-413d-8e38-5a644a735fd9%40sessionmgr12 Menkes, Justin 2011 “Maintaining Clarity of Thought: Leading Better Under Pressure” Leader to leader. 2011 (62) 22-26 http://web.ebscohost.com. dbgw.lis.curtin.edu.au/ehost/pdfviewer/pdfviewer?sid=10995c33-601d-4926-88ce-88042956f519%40sessionmgr12&vid=4&hid=17 Sharpe, Davida and Elinor Johnson. 2002. “Getting to the roots of conflict with your boss.” Leadership in action 22 (2) 8-11. http://web.ebscohost.com. dbgw.lis. curtin.edu.au/ehost/pdfviewer/pdfviewer?sid=710f0911-42f9-4d6b-9e4b-18ed19c 82024 %40sessionmgr14&vid=5&hid=17 Sharpe, Davida. 2001. “Getting a Grip on Conflict” Leadership in action 21 (4) 7-11 http://web.ebscohost.com.dbgw.lis.curtin.edu.au/ehost/pdfviewer/pdfviewer?vid=3&hid=17&sid=4f337ad2-a741-4619-b0c0-ab98f07a0ef5%40 sessionmgr4 Taylor, Silvester and Stan Gryskiewicz. 2003. “The search for solutions choosing the right approach to generating ideas” Leadership in action 22 (6) 14-18. http://web.ebscohost.com.dbgw.lis.curtin.edu.au/ehost/pdfviewer/pdfviewer?sid=f7ba847a-2deb-43ed-bf0e-3cd999311ea6%40sessionmgr13&vid=4& hid=17