Reference no: EM132828146

Case (attached): Reda has just joined the ADNOC Abu Dhabi and is very enthusiastic about his new job. He has spent the last two years working in a different department as Team Leader to a team of eight people, and he feels his experience is just right for this new challenge.

Here in the Abu Dhabi, he will also manage a team of six people.

The management team has told every Team Leader that it is their job to get everyone positively 'on board' with these changes. It is a difficult time due to a tough economic landscape, and there is a huge need to focus on production, results, and the bottom line. Targets are tougher and expectations are higher all round.

Reda immediately notices and feels hostility and distance from this team. They seem to be doing the minimum amount of work. They socialise and talk a lot amongst themselves, they go quiet when he appears, they seem to hold a lot of meetings, but there is very little evidence of any 'real' work being done.

Reda gets the feeling that the team members believe that they do not need him - but he needs them, and he needs them to achieve results. He wants to introduce ‘stretch targets' and goals, but they are avoiding his efforts, and carrying on as they always did. This is not good enough, as times have certainly changed with the global economic downturn.

Now Reda is running out of patience, and more than that, the Senior Management Team want results. They are beginning to wonder if Reda is up to the job...

Reda knows that if he does not get the cooperation and hard work out of this team quickly, his own job will be at risk.

Question 1: Could this situation have been avoided? How?

Question 2: What are the steps he needs to take to improve the situation immediately - so that he can show his management team the results?

Question 3: In the longer-term what does he need to do so that he can continue to achieve results, and develop good relationships with his team members?

Question 4: What other comments / suggestions do you have for Reda?

Question 5: Where on the Blake and Mouton managerial grid was the previous manager and what was the impact of this?

Question 6: How will Reda have to develop his skills to overcome this?

Question 7: What are some of the difficult conversations that Reda is going to have and who with

Question 8: How and what could he prepare to deliver these with a positive outcome?

Outputs

Write a clear Problem Statement

Create a Root Cause Analysis of the Scenario

What improvements would you suggest for Reda and his team

Where are Reda and his team in the Situational leadership Grid

How might Reda need to develop his own style in the future to adapt to the variation in team members

You are to present your finding as a group using PowerPoint at the end of the day (as instructed by your facilitator), containing the following data:

• Overview of the problem
• Main areas of focus
• Different problem themes
• Situational leadership Diagram of staff
• Situational leadership/Blake Mouton diagram of Reda
• Where the team is along the Tuckman model and recommendations to move them through each stage
• Clear Problem statement
• Ishikawa diagram
• Improvement strategies
• Monitoring and Controlling ideas
• A list of difficult conversations and what preparation he is going to have to undertake, with what techniques being used
• PowerPoint must be eye catching with good use of colour, font and design.

Tools to support you

• Assertiveness techniques
• Blake and Mouton Managerial Grid
• Situational leadership
• Communication Skills
• Project Management Process
• Ishikawa Diagram and DMAIC
• E.E.C. AND SARRAH
• WILLING V ABLE GRID
• Delegation and Motivation strategies

Attachment:- Project Brief.rar