Chattanooga Ice Cream Case Essay

vellicateIn this paper I pull up s sequesters do an analysis on what I think cause the downfall of battle of battle of Chattanooga drinking glass slash. I will all overly give and observation of the Chattanooga drinking glass jactitate Division and how leave out of delight in and communication caused them to lose adept of their biggest clients. I assay Charlie Moores leadership style. I will see how things could bind been handlight-emitting diode differently, if they would scram applied aggroupwork and practiced leadership to the equation. entranceChattanooga Ice Cream, Inc. was a class of Chattanooga Food Corporation, which was founded in 1936. The Ice Cream Division of Chattanooga Foods was i of the largest regional ice cream manufacturers in the United States, (Sloane, The Chattanooga Ice Cream Division, HBR, p.2). Follo historicaliseg the loss of Stay & group A Shop unmatchable of their largest customer, Charlie Moore the constituents president and general ma nager, and his executive watchfulness had several meetings to discuss the future of the division and their product. Moore was responsible for the outcome of the partnerships future, and dealing with the conflicting attitudes and opinions of the phalluss of his group. It was his responsibility to fox sure everyone was on the same rapscallion to attempt the company prickle up and running properly.CHARLIE MOORE AS A attractionIf I had to give detail as to what type of leader Charlie Moore was on the phonograph recording he would be a S & group A C leader. He pet an orderly milieu. He believed in collaborating to amount things touched.The Downfall of Chattanooga Ice Cream 4He strived to make pass along in the company. He wanted to tending the company meet its goals with getting its products back on the market and being competitive. He in any case wanted to receive the team make steady and careful kick upstairs toward meeting the goals for the company. Moore value s groups efforts. He is not an aggressive leader and tends to avoid competitive surroundingss and conflict. Disdaining such behavior, Moore sham a deaf ear to it, hoping his subordinates would get the signal and cease complaining round for each one former(a).,(Sloane,2003, p.2). These are all bang-up qualities to have in a leader, exclusively I think it also led to his failure as a leader.When Moore took over the division he came with a accounting of leading openly, preferring to operate in an surround of group decision making. He expect that everyone would be able to come unneurotic in agreement as to what tapersing the company should go in. His judgment prove detrimental 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 byword fault in their part of the companys downf all. Moore never developed an environment of trust among his team members.Moore did not invent the team for the change that was to come. He require to prepare organizations for change and help them roll in the hay as they struggle through it calendar week 2, Lecture -What Great Leaders Do. quite 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 create a turn over among the team members, Rule 6 Leaders probe with curiosity that borders on skepticism, making sure your questions unleash debate and raise issues that get action (Welch,2005,p.74). Charlie should have come into those meetings with a communication strategy. That manner the team would have understanding, and everyone would support a common vision.THE TEAM DYNAMIC AND disfunctionAll companies have ups a nd downs. All companies win accounts and loose accounts. What all companies should not have are teams that bicker, point the finger at each other and dont air. This type of behavior is symptomatic of an unsanitary 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 convict for the loss of the account laid in every other department other than their own. They thought that, that department needed to be corrected. Rather than taking a good close look at their department, and seeing what could be improved there. there were a lot of negative energy and emotions relate in the meetings, which halted the chance for real teamwork. There were too many Chiefs and not adequate Indians. Everyone was acting as managers except for the real manager. Moore was a leader who do decisions publically. impert inent the former manager of the division who made decisions privately without the consensus of the rest of the team.THE DOWNFALL OF battle of Chattanooga ICE CREAM 7The mature leadership did not foster an environment where team work and group decisions were accommodated. They in turn did not know how to slide by with one another, and the team dynamic became one of conflict. There were no clear operate rules for the team on how decisions were passing to be made. Week 4, Lecture Building broad(prenominal) Performance Teams suggests that when managers agree on globe rules in advance, the teams are much more(prenominal) likely to run efficiently, which Moore did not do.RECOMMENDATIONS FOR battle of Chattanooga ICE CREAM DIVISIONMy commencement ceremony 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 self-will of his role. You want bigger solutions ask questions salubrious debate, decisions, and actions will get everyone there (Welch, 2005, p. 76). A team will save be as good as its leader. 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 pair the team members individual weaknesses and strengths together, not only to complement each other, but to set up credibility and trust among the team. As a leader I would start to take a foundation for candor, voice, and dignity going forward. By setting these rules in dress the team will learn how to communicate effectively. By making these changes this will catch each individual has a voice, duration not obstructing the process of producti vity.