Tue. Aug 4th, 2020

Recommendations on the way Forward The following recommendations can be made concerning the DSS case

6 min read

Recommendations on the way Forward The following recommendations can be made concerning the DSS case. First, leaders have to precisely understand their role in building and developing teams. In doing so, they should seek to create cohesive teams that can collaborate in completing tasks so as to accomplish organizational goals.
Secondly, leaders should develop teams that are well connected with other teams and groups, both outside and inside the groups (Buchanan & Huczynski, 2010). Thirdly, leaders should strive to ensure that the efforts of the organizational teams are aligned with the overall strategy of the organization.
Fourthly, winning a teams’ cohesion should be placed as a matter of priority and treated with urgency by team leaders. Leaders should understand that without collaboration and cohesion, it is quite difficult for a team to achieve its set goals (Denhardt, Denhardt, & Aristigueta, 2015).
Additionally, a leader should also seek to lead his or her team in developing new products and services. By so doing, the team is left satisfied with the kind of accomplishments and achievements brought forwards.
Evaluation and Justification Of Recommendations Leadership involves creating and developing teams which can work coherently so as to realize an organization’s goals and objectives. The success of a leader can be measured by the extent to which this has been created.
Upon Chris Peterson being assigned to lead a regional consulting team which was newly formed, she had to carefully select the team members (Ancona & Caldwell, 2010). The fact that she proceeded to select the team members carefully can be seen as an important success in her management style.
She also sought to build a strong and cohesive team. Chris Peterson can be seen as a leader, who to a larger extent, achieved most of these things. Further, she was able to lead her team overcome to the indifferences among the other colleagues in the organization.
It is very important that leaders learn that they have to create teams which can work comfortably with other teams in the organization. Leaders must also understand that organizations are social settings which are made up of people, who are social beings. As a result, a leader should be able to create a team that is well connected with the other groups in the organization. This connection should be able to emanate from both within and without the organization (Denhardt, Denhardt, & Aristigueta, 2015). For instance, the services offered by DSS consulting are consumed by external clients. As a result, creating interconnections with the outside world acts as a good platform within which organizations can achieve its goals.
Aligning teams’ goals to the overall goals of the organization ensure that the efforts of the team members are geared towards realizing the organizational goals. The failure to align the goals of teams to the overall goals of the organization leads to sub-optimization of company’s objectives. Chris Petersen was not able to develop a precise program that would comfortably meet the larger District’s interests (Ancona & Caldwell, 2010). Similarly, she also failed in quickly relocating her team despite the fact that the team did not have to work together just right away.
Employee motivation should be taken as an integral part of creating strong teams. Chris Peterson sought to motivate her team members to reach new goals and accomplish the company objectives. For instance, she was able to call a meeting after a hike (Ancona & Caldwell, 2010). This meeting was as a result of the team members beginning to raise concerns about the directions taken by DSS. As a successful leader, Chris understood that it was very important for the team members to get back on track. Leaders may trigger employee motivation in different ways. For instance, motivation may come as a result of material incentives as well as immaterial factors (Denhardt, Denhardt & Aristigueta, 2015). Chris Peterson sought to use immaterial factors; such as arranging for a hike and discussing the problem with the employees; as a way of motivating them to get on track. Overall, this seemed to work very well.
Decision-Making Process The decision-making process in an organization should be informed. Ideally, decisions should be based on information, knowledge, and experience. For instance, Chris Peterson lacked experience in dealing with the larger district.
This was the case despite the fact that DSS was starting to offer consulting services to the larger district. Additionally, in her bid to build teams, she only picked people who already knew each other.
This prevented her team from interacting with other organizational members hence limiting the organizational cohesiveness and collaboration. Additionally, decision making process should consider all viable options before narrowing down to the most appropriate choice.
Chris Peterson was able to consider a variety of options when solving the organizational problem can also be seen as another major success of. To solve the problem, she knew that she had to build a strong relationship with the schools in her region as well as providing a full range of services to them (Buchanan & Huczynski, 2010).
Additionally, it was also very clear to her that she had to develop new products as well as offerings so as to respond to the district needs. Decision-making patterns in an organization should be informed.
This is because placing decision-making responsibility on juniors may act as a motivating factor towards the achievements of the organizational objectives. However, the decision-making process should be kept in check so as to ensure that informed decisions are made.
A leader should also place his or her team members in situations where they can make crucial decisions in the organization. Post-Recommendation Implementation Considerations The business world is one that is expected to present a lot of uncertainties regarding the future.
Organizational leaders should expect challenges and device a way of dealing with these challenges (Denhardt, Denhardt, & Aristigueta, 2015). Many issues arise for Chris Peterson in the DSS case. These challenges can face any organization and as a result, having a standard way and approach to solving them can be very instrumental in developing strong teams and organizations.
Some of the issues that arise for Chris Peterson include leading teams that have doubts concerning the impacts of the new strategies among them, leading of deals rather than individuals, and leading the long term projects rather than short term project.
Other issues include implementing new strategies that the management is still testing and which are likely to change in the future among other key issues. Priorities and Trade-Offs A good leadership style should weigh all the available priorities and create trade-offs so as to reap maximum benefits. First, balancing power and politics in an organizational setting is very important. As such, an organization should not use propaganda politics to gain power. Additionally, organizational leaders should ensure that power and responsibility are balanced (Denhardt, Denhardt, & Aristigueta, 2015). The choice of teams and leaderships should concentrate motivating employees so as to increase their productivity.
Successes of The Management Relationship In The Case Chris Peterson has quite a lot of experience in the field of project management. She had acquired this experience as she had been placed in charge of the implementation of new technology in some small district schools.
In the past, Chris Peterson has proven to be very successful in leading short term projects. Basing on her past success, she was chosen to lead a cross functional team. This task would present a couple of challenges to her because this was to be her first permanent team to lead.
Leadership styles may differ depending on the kind of team being led (Denhardt, Denhardt, & Aristigueta, 2015). Most obviously, one would expect that permanent and long terms team to be led differently from a short term team.
The challenges presented by these groups of teams would also be different hence prompting the use of different leadership approaches. Failures of the Management Relationship in the Case Despite the successes witnessed by Chris Peterson, there were still some areas where she failed as a team leader. First, she lost sight of the overall strategy of the organization in her bid to embrace her role as a team leader. By Meg terming her decision as final, it sounds quite de-motivating to Chris Peterson despite her efforts to accomplish the organization’s objectives. At least, Meg should have discussed the matter with Chris in a more professional way before reaching the final decision. Through this, the leaders do not seem to leverage the issue of organizational politics and power (Denhardt, Denhardt, & Aristigueta, 2015).

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