PLEASE ANSWER QUESTIONS An Impossible Dream? Synopsis Allen Block was responsibl

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PLEASE ANSWER QUESTIONS
An Impossible Dream?
Synopsis
Allen
Block was responsible for the technical implementation of the new
customer relationship management (CRM) software in Los Angeles and
Chicago. The software was badly needed to improve follow-up sales for
his company, Exert Systems. Exert sold exercise equipment to high
schools and colleges, as well as to small and midsized businesses for
recreation centers, through a national force of 310 salespeople. The
company’s low prices won a lot of sales; however, follow-up service was
uneven and the new CRM system promised to resolve those problems with
historical data, inquiries, reminders, and updates going to sales reps
daily. The CEO of Exert ordered the CRM system installed with all
possible haste. Block currently had four members in the team working on
this project: two in Los Angeles and two in Chicago. On his way to
Chicago from Los Angeles, Block kept on thinking about what was wrong
with his team. The guys in LA seemed to be focusing tirelessly on work,
alternating work with joking around. His team members in Chicago
appeared to be alternating between bickering and avoiding one another.
Block kept receiving persistent complaints about his team members’
productivity from his boss Zequine Mansell. All through his flight,
Block kept on thinking about the reasons for this low productivity and
lack of passion among his team members. Block also started fearing that
this would ruin his dreams of replacing his boss Mansell, after her
retirement.
Questions
How
would you characterize Block’s leadership approach (task versus
people)? What approach do you think is correct for this situation? Why?
What
would you do now if you were Block? How might you awaken more
enthusiasm in your team for completing this project on time? Specify the
steps you would take.
How would you suggest that Block modify his leadership style if he wants to succeed Mansell in two years? Be specific.
Environmental Designs International
Synopsis
Carver
was a highly skilled architect responsible for managing a team of
designers in Environmental Designs International’s (EDI) Chicago office.
Although his abrupt personality had helped him climb the corporate
ladder, his intimidating communication style was beginning to create
problems and hamper his ability to get results. Carver learned in his
performance review that his work relationships were suffering and the
complaints about him were increasing. Even his longtime peers were
avoiding him as much as possible and finding ways to work around him.
Sensitive to the growing animosity toward him, Carver began to
reconsider how he interacted with his staff and peers. He felt motivated
to begin using some of the tools he learned in the executive education
course he recently completed.
Questions:
“At
the senior management level, you get hired for competence. You get
fired for personality.” In your opinion, is this statement true or
false? How does it relate to Barry Carver and his current leadership
style?
Identify
the behaviors described in this case that were damaging to Barry
Carver’s work relationships. Why would a manager behave this way? What
negative consequences did these behaviors have on his peers and
subordinates?
How realistic is it that Carver (or anyone) can change his own leadership skills? What kind of help might he need?

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