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Development Team
Donnellon, A & Margolis, JD 2009, Harvard Business Publishing, no. 4059.
Andrew Kuszczakowski
Contents
Question 1
Creation of Executive Committee
Product Development Process
Different Decision Making Process
Question 2
Product Delivery and Modular Design
Points of Conflict
Resolution Strategy
Regulatory Compliance
Points of Conflict
Resolution Strategy
Question 3
Personal Goal
Organisational Goals
Influence Tactics
Question 4
Team versus Group Analysis
Team Development Tactics
References
Appendix A Decision Making Style: Formation of Executive Committee
Appendix B Decision Making Style: Implementation of Cross-Functional Teams
Appendix C Conflict Map: Product Launch Date
Appendix D Conflict Map: Modular Design Issue
Appendix E Conflict Map: Regulatory Compliance
Appendix F Merzs Organisational & Professional Goals
Appendix G MediSys Corporation: IntensCare Structure
Question 1
Art Beaumont joined MediSys Corp in January 2008. Within weeks he introduced a series of
changes. What were those changes and how did he go about making them? If you were Art
Beaumont what would you have done under the circumstances? Support your opinions with
appropriate evidence.
Beaumont identified areas in the corporation that he believed required changes in order
for MediSys Corporation to continue to grow its business. He identified a lack of
strategic focus within the corporation and he realised the need to be the first to market
with innovative products.
Question 2
There is a significant amount of both underlying and obvious conflict in MediSys Corp. What
conflicts have you ascertained? What conflict resolution strategies would you recommend for
each situation? Support your recommendations with evidence.
The key areas of internal conflict that I have identified in this case study include the
pressure of launching the product by August 2009; the incorporation of a modular
design into the product; and, the need to meet regulatory compliance requirements.
Resolution Strategy
In reviewing the conflict between the engineering team and Merz, common ground
between parties exists (i.e. everyone appears to be committed to delivering a profitable
product). The key issue is around the timing of delivery and what will be delivered by
August 2009. I believe this conflict is best resolved by Fogel (as Product Lead) acting as
a mediator to broker a win-win scenario, through a collaborative conflict-handling
style (Thomas 1976). A collaborative approach is most suitable if there is a desire for
both parties to satisfy their own concerns and those of the other party (Thomas 1976).
An ideal outcome would be a resolution where the engineering team commits to a
modular design, however in order to meet the immediate deadline this design will be
incorporated in the next release of the product.
Regulatory Compliance
Points of Conflict
The issue of regulatory compliance acts as a point of conflict between Baio (Regulatory
Affairs) and Merz (Marketing), OBrien (Engineering) and Mukerjee (Software). In this
case, Merz, OBrien and Mukerjee appear to downplay the importance of the regulatory
process being implemented by Baio. This gives Baio the feeling that the team is not
committed to ensuring regulatory requirements are met. It appears that Merz, OBrien
and Mukerjee see regulatory requirements as an overhead that simply slows down the
path to market. OBrien suggests that they Regulations simply throw up roadblocks in
front of everyone. The conflict map for the issue of regulatory compliance is shown
in Appendix E.
Resolution Strategy
Since launching a product that does not comply with regulatory requirements poses a
significant risk to MediSys Corporation, Baio is entitled to hold a competitive position,
according to Thomas (1976) conflict handling model. This creates a problem for Fogel,
in that Baio could make it difficult for the IntensCare team to meet their product launch
deadline. In this situation, I recommend that as the Product Lead, Fogel should educate
OBrien, Mukerjee and Merz on the importance of the role of Regulatory Affairs and to
encourage these parties to adopt an accommodating conflict handling style (Thomas
1976). By accommodating Baios position, there is a possibility for the parties to work
more collaboratively to meet the product launch date.
Question 3
Valerie Merz is facing a professional dilemma. What are the personal and organisational goals
she is working towards? Describe the power she has at MediSys Corp. What influence tactics
would you recommend that Valerie use to achieve her goals?
Personal Goal
In terms of Merzs personal goals, the case study does not provide specific details on
what these may be. It is also interesting to note that Merz has an MBA from Stanford
University, which is a highly regarded teaching institute in the heart of Silicon Valley in
California (Stanford University n.d.). Merz graduated in 2007, so it appears that this is
her first job after completing her MBA studies. It is interesting to note that Beaumont
recognises that that Merz is potential GM material. My observation is that Merzs
behaviour may correspond to the pattern of the Home Run Hitter, as described by
Waldroop and Butler (2000). I assume that Merz is personally driven to move into a
senior management position in MediSys Corporation.
Organisational Goals
MediSys Corporation have set a goal of launching an innovative, world-class product by
August 2009. Merz can contribute to the achievement of this goal by ensuring that
IntensCare is a profitable product (I see this as Merzs key organisational goal). Being
first to market with the product would place the corporation in a strong position
compared to its rivals. Merz also believes that a modular design is the key to gaining a
competitive advantage in the market-place and will improve long term profitability of the
product. Meeting immediate organisational goals and delivering a profitable product
should contribute to Merzs personal goals (see Appendix F).
Influence Tactics
Merz can improve the possibility of achieving her organisational and personal goals if
she can align key people in the organisation with her goals. Tactics can be adopted to
persuade and influence, however the consequences of such tactics should be
considered. Bartol et al (2003) suggest three possible outcomes (resistance,
compliance, commitment) depending on the power exerted by a leader.
In terms of position power, by her own admission Merz does not have legitimate power
over the technical teams as they are not expected to comply with her decisions (Zand
1997). Coercive power could be used, however Bartol et al (2003) suggest this can lead
to a resistive reaction and therefore it is not recommended. Merz may be able to exert
personal power, in particular referent and expert power (DuBrin, Dalglish & Miller 2006).
It would seem that Merz may lack the charismatic traits based on her interactions with
OBrien and Baio.
Rational persuasion can be an effective influence tactic when both parties share a
common objective (Yukl 1990). My suggestion is that Merz should identify the
specifications that will deliver MediSys Corporation a competitive advantage (perhaps
through suitable market research) and based on this, use rational persuasion tactics
with the technical team. To support this tactic, Merz should also enter into consultation
with the technical team, as this is more likely to result in team commitment (Falbe &
Yukl 1992).
In parallel with these activities, Merz should look to form coalitions with key people,
such as senior managers in the corporation. I strongly recommend avoidance of political
game playing. However, Merz should recognise the need to be politically savvy and be
aware of internal organisational politics. Forming coalitions can help to keep Merz gain
this awareness and importantly, Merz may be able leverage favours and make use of
bargaining with coalition members to help her achieve her goals (DuBrin, Dalglish &
Miller 2006). For example, she could adopt bargaining tactics to gain more allocated
resources to the IntensCare engineering team. Formation of coalitions much also
provide Merz with informational power from such interactions.
In terms of tactics that could be adopted externally, Merz could make use of rational
persuasion and referent power to influence her customers in the marketing of the
IntensCare product. This could help achieve greater sales revenue and hence increase
product profitability.
Question 4
It would seem that the IntensCare team at MediSys Corp is not functioning effectively and
therefore not achieving its strategic objective. Is it currently a team or a group? Who should be
responsible for the development of the team and what tactics would you recommend the leader
adopt to enable the teams to function more effectively, as a team?
References
Bartol, K, Tein, M, Matthews, G & Martin, D 2003, Management A Pacific Rim Focus,
McGraw Hill, Macquarie Park, NSW.
Brett, J, Behfar, K & Kern, M 2006, 'Managing Multicultural Teams', Harvard Business
Review, vol 84, no. 11, pp. 84-91.
DuBrin, AJ, Dalglish, C & Miller, P 2006, Leadership, Asia-Pacific, 2nd edn, John Wiley
& Sons, Australia.
Falbe, CM & Yukl, G 1992, 'Consequences for managers of using single influence
tactics and combinations of tactics', Academy of Management Journal, vol 35, no. 3, pp.
638-652.
Hitt, MA, Black, JS, Porter, LW & Hanson, D 2007, Management, Pearson Education,
Frenchs Forest, NSW.
Kotter, JP 2001, 'What Leaders Really Do', Harvard Business Review, vol 79, no. 11,
pp. 85-96.
Nohria, N, Joyce, W & Roberson, B 2003, 'What Really Works', Harvard Business
Review, vol 81, no. 7, pp. 45-52.
Waldroop, J & Butler, T 2000, 'Managing Away Bad Habits', Harvard Business Review,
vol 78, no. 5, pp. 89-98.
Yukl, C 1990, Skills for managers and leaders, Prentice-Hall, Englewood Cliffs, New
Jersey.
Zand, DE 1997, The Leadership Triad: Knowledge, Trust, and Power, Oxford University
Press, New York.