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Module 6 Case Study

Briggs led the first meeting of the task force assigned to plan Kerzner Office Equipment's 40th anniversary celebration. The meeting was short and some members seemed unenthusiastic. Briggs should have anticipated scheduling issues and collected members' schedules upfront. She will likely face barriers like the large group size, lack of skill-based member selection, low commitment, physical separation of members, limited availability, and lack of experience working together. To overcome these, she could break the group into subgroups, clarify roles, build enthusiasm, find a common meeting space, assess schedules, and provide direction. Before the next meeting, Briggs should meet with members, develop a master project plan, schedule a longer second meeting, and

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2K views2 pages

Module 6 Case Study

Briggs led the first meeting of the task force assigned to plan Kerzner Office Equipment's 40th anniversary celebration. The meeting was short and some members seemed unenthusiastic. Briggs should have anticipated scheduling issues and collected members' schedules upfront. She will likely face barriers like the large group size, lack of skill-based member selection, low commitment, physical separation of members, limited availability, and lack of experience working together. To overcome these, she could break the group into subgroups, clarify roles, build enthusiasm, find a common meeting space, assess schedules, and provide direction. Before the next meeting, Briggs should meet with members, develop a master project plan, schedule a longer second meeting, and

Uploaded by

Minh Quân
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Case Study

Kerzner Office Equipment


This case provides an opportunity to explore some of the issues surrounding the startup of a
project and formation of a team.
Read the case study found on page 409 in your textbook. You should then answer the four below
questions thoroughly utilizing the concepts found in your text book.
1. Critique Briggs management of the first meeting. What, if anything, should she have
done differently?
Given the time constraint and late start, Briggs probably accomplished as much as she could
in this meeting. At the same time, one might question how the other members felt upon
leaving the meeting. First, many of the members seem less than enthusiastic about the
project. Second, the members dont have a good idea about how they are going to
accomplish the project and what kind of involvement it will require from them. She should
have anticipated the meeting times dilemma and avoided the jousting by simply requesting
the schedule information up front.
2. What barriers is she likely to encounter in completing this project?
Barriers

Solutions

1. Large task force (14 members)

Break the task force into subgroups around


major tasks

2. Members not selected based on


skill and expertise

Clarify involvement, supplement expertise


with outside input, delegate carefully

3. Low or indifferent commitment on


the part of some members toward
the project

Build enthusiasm by personal example,


developing a shared vision, and top
management support

4. Spatially separated

Find a common meeting place, develop email list, create a project Web page,
establish communication protocols

5. Limited, part-time involvement

Assess individual availability and assign


tasks accordingly

6. No experience working together


on event projects

Provide strong direction and create


opportunities to get to know each other

3. What can she do to overcome these barriers?


We recommend that you record students responses to the barriers question first on one half
of the blackboard (or on a flip chart) and then discuss and record potential solutions to each
barrier on the second half of the blackboard. One might begin the discussion by asking
students whether this will be a difficult project to manage.
One of the key issues Briggs has to resolve is how she will use the team to complete the
project. One path would be for her to do most of the work and consult the team on important
issues. A different path would be to delegate specific tasks to the team (for example,
deciding when the celebration should take place, deciding where it should be held) and
manage the process. This path would more consistent with the culture at Kerzner.
4. What should she do between now and the next meeting?
She needs to meet with individual members and get some sense of the kind of contributions
they can make to the project both in terms of time and ability. She should test some of her
ideas about how to organize the project when talking to members and revise those plans as
she acquires new information.
She needs to develop a master plan for the project which includes a list of milestones, a
breakdown of major tasks, and how the team will be organized to complete the project. She
should seek the advice of people outside the organization who have experience organizing
such events.
She needs to schedule a longer second meeting to present and revise the master plan. She
needs to request an administrative assistant who can handle details. She should persuade
Tubbs to attend at least part of the next meeting to communicate the importance of the
project to the team members.

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