Chattanooga Ice Cream Case Essay

ariseIn this paper I testament do an analysis on what I mean grow the downf any of battle of battle of Chattanooga glassful skim. I pass oning besides give and observation of the Chattanooga Ice Cream region and how lack of respect and communication caused them to lose wiz of their biggest clients. I assay Charlie Moores attractership style. I will see how things could shit been handled differently, if they would comport applied aggroupwork and good attractership to the equation. innovationChattanooga Ice Cream, Inc. was a atom of Chattanooga Food Corporation, which was founded in 1936. The Ice Cream Division of Chattanooga Foods was unitary of the largest regional ice plectron manufacturers in the United States, (Sloane, The Chattanooga Ice Cream Division, HBR, p.2). Following the loss of Stay & Shop mavin of their largest customer, Charlie Moore the divisions president and general manager, and his executive care had severalmeetings to discuss the future of the division and their proceeds. Moore was responsible for the outcome of the companys future, and dealings with the conflicting attitudes and opinions of the members of his aggroup. It was his responsibility to make sure everyone was on the same page to get the company fundament up and sourning properly.CHARLIE MOORE AS A loss loss leaderIf I had to give detail as to what persona of leader Charlie Moore was on the DiSC he would be a S & C leader. He pet an orderly surround. He believed in collaborating to get things grasped.The drop of Chattanooga Ice Cream 4He strived to make progress in the company. He treasured to help the company meet its goals with getting its products tooshie on the market and being competitive. He also wanted to stimulate the squad make cool off and careful progress toward meeting the goals for the company. Moore values concourses efforts. He is non an aggressive leader and tends to avoid competitive environments and conflict. Disdaining such fashion, Moore feigned a deaf ear to it, hoping his subordinates would get the signal and abdicate complaining about distributively other.,(Sloane,2003, p.2). These are all good qualities to fuck off in a leader, but I think it also led to his visitation as a leader.When Moore took over the division he came with a history of leading openly, preferring to operate in an environment of group decision making. He false that everyone would be able to come together in agreement as to what direction the company should go in. His judgment proved pernicious to the team. As the management team was incapable of coming to a compromise, because they had no respect for their teammates. Their action physically and verbally showed a lack of trust for one another.Everyone was pointing the finger, and no one person saw fault in their subdivision of the companys downfall. Moore never developed an environment of trust among his team members.Moore did not prepare the team for the multifariousne ss that was to come. He needed to prepare organizations for change and help them cope as they struggle with it Week 2, Lecture -What Great Leaders Do. kind of of showing positive energy (Welch, 2005, p.84) he called the team together to mourn (Sloane, 2003, p.1). So he had already set a negative atmosphere for the meeting. Moore showed a lack of Candor. As a leader he should have all the questions, and those questions should urinate a moot among the team members, Rule 6 Leaders analyze with curiosity that borders on skepticism, making sure your questions emit debate and raise issues that get action (Welch,2005,p.74). Charlie should have come into those meetings with a communication strategy. That way the team would have understanding, and everyone would support a common vision.THE squad DYNAMIC AND DYSFUNCTION in all companies have ups and downs. All companies win cards and loose accounts. What all companies should not have are teams that bicker, point the finger at all(pre nominal) other and dont fall. This type of behavior is symptomatic of an unhealthy environment, and will be detrimental to a company. That is the type of behavior that was displayed by the Chattanooga Ice Cream Division. When the Shop & Stay account was lost each of the management team members seemed to think that the blame for the loss of the account laid in every other department other than their own. They model that, that department needed to be corrected. Rather than pickings a good close look at their department, and seeing what could be improved there.There were a lot of negative energy and emotions involved in the meetings, which halted the chance for real teamwork. There were too umpteen Chiefs and not enough Indians. Everyone was acting as managers chuck out for the realmanager. Moore was a leader who made decisions publically. foreign the former manager of the division who made decisions in private without the consensus of the rest of the team.THE DOWNFALL OF CHATTANO OGA ICE flail 7The old leadership did not treasure an environment where team work and group decisions were accommodated. They in turn did not know how to communicate with one another, and the team dynamic became one of conflict. There were no clear operating rules for the team on how decisions were button to be made. Week 4, Lecture Building high-pitched Performance Teams suggests that when managers agree on ground rules in advance, the teams are much more likely to run efficiently, which Moore did not do.RECOMMENDATIONS FOR CHATTANOOGA ICE CREAM component partMy first recommendation would be for Charlie Moore to see that is not just one of the team members. He is the Manager, their Supervisor. No goals can be obtained and no decisions can be made if he as there leader does not step up and take monomania of his role. You want bigger solutions ask questions healthy debate, decisions, and actions will get everyone there (Welch, 2005, p. 76). A team will only be as good as its l eader. If I were the leader I would have the teams do research on the competitors. Then I would have them target other clients to take on our product to make up for the clients we lost. I would also create an environment to get the team motivated to accomplish a new goal, and have them focus their efforts on one vision.I would also strategically coupling the team members individual weaknesses and strengths together, not only to complement each other, but to grade credibility and trust among the team. As a leader I would start to build a theme for candor, voice, and dignity going forward. By setting these rules in place the team will learn how to communicate effectively. By makingthese changes this will ensure each individual has a voice, while not obstructing the attend of productivity.