I will do Question 5 ” 5. Implementation of Chosen Alternative”
Team 4
The Case of The Missing Leader
1.Statement of the Problem: Recognition of Decision Requirement-
The key issue in the case of “The Missing Leader” is the poor response by the GMs of “Better Kicks” to contribute to the strategic plan. The American GM, who volunteered for the project, needs help getting her colleagues to contribute effectively towards achieving the goal set by the CEO of outselling Nike and capturing more than 50 percent of the market within 24 months (Molinsky, 2016). The underlying issue concerns cultural differences and communication barriers among the culturally diverse group of GMs.
2. Situation Analysis-
Strengths:
“Better Kicks” has grown rapidly and is a strong competitor in the athletic shoe market.
The CEO’s ambitious goal shows determination and motivation.
The American GM taking the lead shows initiative and willingness to step up.
Weaknesses:
Lack of enthusiasm and participation from other GM’s.
The project is behind schedule with a looming deadline.
Opportunities:
The multinational team can bring diverse perspectives and ideas to the table.
The CEO’s goal to surpass Nike creates a clear objective for the team to work towards.
Threats:
The lackluster participation and half-hearted effort may hinder the success of the project.
Competing against Nike, a well-established market leader, is a challenge.
3. Development of Alternatives-
Alternative 1: Cultural Sensitivity Training
Pros
The cultural sensitivity training provides a systematic way of addressing cultural differences within the multinational team. Enabling participants to understand different cultural values and communication styles creates an opportunity for better collaboration and performance (Molinsky, 2016). The training encourages free discussions about individuals’ expectations and preferences, creating a conducive environment where team members can share their opinions without fear of judgment.
Cons
Cultural sensitivity training may be challenging to implement, mainly because it is time-consuming. Training sessions are a barrier to normal business operations in the fast-paced business environment. However, the direct benefits of such training might be obscure, and some team members might start doubting the effectiveness or the relevance of the training to their particular work tasks (Molinsky, 2016). Moreover, the reluctance of people who perceive themselves as victims or feel uncomfortable during the training sessions may affect the free flow of ideas and reduce the program’s efficiency.
Alternative 2: Team-building Activities
Pros
The team-building activities encourage teamwork, develop friendships, and help to understand the strengths and weaknesses. They build an informal atmosphere, helping eliminate communication blocks and improve teamwork (Molinsky, 2016). Although these activities do not specifically focus on cultural differences, they contribute to the positive dynamics of the team and the communication.
Cons
Team-building activities often do not deal with cultural differences per se; instead, they address the general characteristics of teamwork and trust that need to be built between team members (Molinsky, 2016). Moreover, their success is contingent on the level of active participation by individuals, and if people do not cooperate, the intended benefits are not fully achieved.
Alternative 3: Facilitated Group Discussions
Pros
Facilitated group discussions benefit because individuals can freely engage and express their views. If a professional moderator guides conversations, they can create an environment where people are comfortable speaking freely (Molinsky, 2016). This method can overcome cultural differences, ensure better teamwork, and lead the general managers toward a shared goal of beating Nike in terms of sales and market share.
Cons
One of the probable limitations of facilitated group discussions is that it demands a professional facilitator with cultural understanding, which makes it challenging to find one. However, it should be noted that the discussion sessions may not produce the best results because a facilitator needs to control the diversity of perceptions and act as a mediator between potential conflicts based on culture (Molinsky, 2016). In addition, the need for a good facilitator could raise resource and cost issues for “Better Kicks.”
4. Selection of Most Feasible Alternative-
Team building activities is the most feasible alternative for this scenario.
For “The Case of: The Missing Leader,” team building activities is the most workable alternative for resolving participation issues for “Better Kicks.” Even though this choice does not teach cultural differences, this is the way to begin a project that is two weeks late. This way exposes the general managers to each other, and having goals within the activities that address the project would help the team to move forward with action. Team building activities can help the general managers with breaking the ice. If they can accept each other in that moment to reach the goal of beating Nike in sales within twenty- four months, then they do not have to focus on individual cultural differences. The general managers are on the same team, but taking part in team building activities emphasizes who the team is. This can help them in the direction they are going with achieving the established goal. Moreover, this alternative only requires the general managers, and they do not have to look outside of themselves for answers.
Bringing in a facilitator to guide eased group discussions does not resolve the issue of low participation. Implementing this way would be counterproductive, time consuming, and costly. A facilitator may find it challenging to guide a conversation that has not started. Time is needed to find the facilitator, and two of the three weeks have been wasted. There is no onboard facilitator, so the hiring process would be outside of the task at hand. Not only will this require time to find a facilitator, but it will also cost because a facilitator is not onboard. There may be more costs that are generated after the facilitator is hired. Overall, this option entails more work before the goal of the team is addressed.
Cultural sensitivity training would not address the goal of the project, and it does not address why the participation is low. This way sounds appealing, but the team has goals. There is a possibility, however, that this training could be implemented before major projects are underway. Maybe implementing this training would prevent hesitation and lack of participation in the future.
5. Implementation of Chosen Alternative-
6. Evaluation of Chosen Alternative-
