The document describes problems occurring at monthly staff meetings led by Stan Williams, general manager of a small company division. While Stan aims to create a team atmosphere through participation, in reality the meetings result in friction and conflict. The sales/marketing staff dominate discussions and joke telling, while the technical specialists remain frustrated and disengaged. Stan is considering stopping the joint meetings and meeting with departments separately instead. He lacks access to human resources for assistance.
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Staff Meeting Problems
1. Staff
Mee(ng
Problems
LEADERSHIP
|
THEORY
AND
PRACTICE
Psychodynamic
Approach
Case
12.2
2. Hypotheses
• Stan
Williams
–
General
manager
–
Division
of
a
small
company
• Once
a
month
Staff
mee(ng
• Key
people
of
the
company
–
4
technical
specialists
–
3
sales/marke(ng
people
–
1
budget/finance
person
3. Stan
&
his
Staff
Mee(ngs
• Stan’s
characterisitcs:
– Very
orderly
person
– Creates
agenda
for
each
mee(ng
• Stan
invites
pa(cipa(on
– He
believes
in
crea(ng
a
team
atmosphere
4. However…
• Differences
in
degree/kind
of
par(cipa(on
Role
Par*cipa*on
1
Budget
&
Finance
Only
to
answer
direct
ques(ons
3
Sales
&
Marke(ng
High.
They
dominate
mee(ngs.
Tell
jokes
4
Technical
specialists
Just
sit
there.
Roll
their
eyes
showing
frustra(on
• Result
is
the
opposite
of
Stan’s
expecta(ons
Instead
of
cohesion,
there
is
fric*on
and
conflict
5. Stan’s
thoughts
• No
staff
mee(ngs
any
more
• Instead,
mee(ng
separately
– Technical
specialists
AND
Budget/Finance
– Marke(ng/Sales
AND
Budget/Finance
Ps:
Stan
has
no
access
to
HR
department
7. Ques(ons
2/4
Should
Stan
be
much
more
direc(ve
by
asking
for
par(cipa(on
by
specific
people
when
he
thinks
it
is
needed
on
a
par(cular
agenda
item?
8. Ques(ons
3/4
Should
he
devote
a
mee(ng
to
describing
what
he
wants
of
the
team
and
what
he
sees
happening,
invi(ng
everyone
to
talk
about
their
reac(ons
to
the
mee(ngs
and
discussing
ways
to
try
to
become
a
team?