3. Team organogram
Melissa Richardson
Sales Manager
Alex Hoffman
Account Rep
Gregorio Torres
Account Rep
Sarah Vega
Account Rep
Chelsea Peterson
Store Merchandiser
Nick Ruiz
Store Merchandiser
4. Leadership in a Global Environment
CHRONOLOGY OF A CRISIS
APR MAY JUN JUL
Submitted
inaccurate
Quarterly
Sales Report
1st meet & greet
with team
members
Order delays
due to fungal
attack
Monthly
Sales Report,
paperwork
crunch
Re-potting
emergency
(Home Depot)
Visit by Line
Manager
(Campbell)
Potential
lawsuit
(Chelsea)
New
demanding,
detail-oriented
client (Lowe)
Declining sales, poor team performance
5. Breakout discussion (8 mins)
‘What is the root cause of the
problems I was facing prior
to this meeting?’
‘How would I characterise
my team & their needs?’
6. Breakout discussion (8 mins)
Problem
Why? The joint is not very tight
Why? 2 of 4 nuts are loose
Why? Difficult to tighten fully
Why?
No indicator to identify if
nuts are tightened
Why? Solid washer is used
Oil leaks from the pipe
7. Breakout discussion (8 mins)
‘How would I characterise
my team & their needs?’
Use the ‘Five Whys’ method
3 words / phrases to describe
each team member
1 priority action by Melissa to
address each team member &
herself (challenge & build)
‘What is the root cause of the
problems I was facing prior
to this meeting?’
Melissa Richardson
is in big trouble.
Problem
8. Root cause determination
Melissa Richardson is
in big trouble.
Problem
Why? Her boss is onto her
Why? Declining sales figures
Why? Poor team performance
Why?
She could not manage
her team effectively
Why?
Lack of managerial
awareness (self & team)
9. Hierarchy of needs (Maslow)
Belonging
Esteem
Self-Actualisation
Safety
Friendship,
Intimacy
Self-confidence,
Achievement,
Respect for
& by others
Security of
employment
Problem-solving,
Lack of prejudice,
Acceptance of facts
Melissa Richardson
Conscientious
Highly agreeable
Nurturing
10. BEL
EST
S-A
SAF
Hierarchy of needs (Maslow)
BEL
EST
S-A
SAF
BEL
EST
S-A
SAF
Alex Hoffman Gregorio Torres Sarah Vega
Egoistic
High achiever
Competitive
Gregarious
People-oriented
Uninspired by
current work
Absent
11. Hierarchy of needs (Maslow)
BEL
EST
S-A
SAF
Chelsea Peterson
BEL
EST
S-A
SAF
Nick Ruiz
Neurotic
Low self-esteem
Highly critical of
others
Ambitious
Methodical &
resourceful
Extraverted
12. Learned needs (McClelland)
Affiliation
Achievement Power
Melissa Richardson
Learned needs (McClelland)
Desire to excel
Low & high risk avoidance
Work alone or with other high
achievers
Harmonious relationships
Conform to norms
Personal: to direct others
Institutional (social):
advancing organisational
goals
Conscientious
Highly agreeable
Nurturing
13. Learned needs (McClelland)
Alex Hoffman Gregorio Torres Sarah Vega
Egoistic
High achiever
Competitive
Gregarious
People-oriented
Uninspired by
current work
Absent
Affiliation
Achievement Power
Affiliation
Achievement Power
Affiliation
Achievement Power
14. Learned needs (McClelland)
Chelsea Peterson Nick Ruiz
Neurotic
Low self-esteem
Highly critical of
others
Ambitious
Methodical &
resourceful
Extraverted
Affiliation
Achievement Power
Affiliation
Achievement Power
15. Melissa’s next steps
Awareness of self & team members
Team Leadership
decisions & actions
Hill’s model of
Team Leadership
Managing cultural
differences
Addressing self-
limiting behaviours
to inform
Monitoring &
taking action
Appropriate
interventions
for optimal team
performance
16. in the context of OBHR601
An effective
Team Leader
Cultural
awareness
& empathy
Managing
Self &
Superiors
Additive
effects of
transformational
leadership
Authenticity
& social
leadership
Understanding
& managing
(gender) diversity
17. Key takeaways
Root cause identification
5 Whys (Toyota Production System)
Understand your team’s needs & motivations
Hierarchy of needs (Maslow)
Learned needs theory (McClelland)
Leverage your understanding to make informed
team leadership decisions & actions
Notas do Editor
Team organogram
How problems can quickly escalate & compound on each other in a matter of weeks
The class continues the narrative
Root cause determination – Five Whys (Toyota Production System)
The class continues the narrative
Root cause determination – Five Whys (Toyota Production System)
Team organogram
Team organogram
Team organogram
Motivational model that attempts to explain how the needs for achievement, power, and affiliation affect the actions of people from a managerial context
1. Achievers want to excel and would prefer timely recognition of their efforts. As they are achievers they will not take
risks, avoid them and will perform such that their efforts have some gain for themselves. Also, they will not do anything in
which there is a possibility of any failure.
2. Affiliation seekers want peaceful relationships with their surrounding people. They refrain from activities which will
attract attraction to themselves. Their need is just sufficient approval rather than receiving justified recognition for their
work.
3. The third category is power seekers. Their need is power. They may require power to exercise control over others in their
surrounding. Again this power is for acquiring their own personal needs or to achieve their objectives in life. This theory
states a clear distinction on the basis of what they expect (need). Power seekers, do not expect recognition or approval. They
consider themselves superior for such things. They demand direct compliance and expect that other should agree to their
decisions.