What Should Merz do To Deal with These Problems?
Merz’s concerns are paramount with regards to MediSys Corp new product launching crisis. Being a key member of the IntensCare Product Development Team, she should work with other bosses to solve numerous problems noted to facilitate the program launching to roll on as scheduled. One key issue is that the creation of the executive team to enforce new business strategy retailed original leadership approach, thus failing to align in in a parallel development teams (Donnellon & Margolis, 2009). The outcome led to each team implemented their distinct working styles, a factor that caused confusion and conflict. The parallel structure accredits the coordination of social unity by managers towards attaining a common objective. With this principle, the Metz and other managers should focus on communicating the goals and objectives of the organization as a whole and avoid targeting the departmental performance.
Cross-functionality between different teams was also lacking, the reason for the conflicts, more so between Metz and Jack. All managers failed to collaborate and work as a team with each targeting to score higher at departmental levels. Prioritization of a cross-functional team building and communication would have allowed engagement to thrive among managers (Sangeetha & Kumaran, 2018). The collaboration would help in overcoming the poor communication setbacks such as the modular design introduced, which were significant on one hand, but which could cause further delays in software development. Failure to change the reporting and evaluation process led to the crisis amid the introduction of parallel development idea. Since employee evaluation based on departmental performance, most of the executive members increasingly preferred to concentrate on departmental performance, and their devotion towards cross-function design deteriorated. The problem was noted by Valerie Metz, who pointed out that the teams where not working towards accomplishing a long-term oriented goal, but where concerned about the performance of their departments (Donnellon & Margolis, 2009). To overcome the crisis, the executive management would have considered implementing a disseminator that would facilitate the transmission of information obtained from outsiders on the specification of the features in the product anticipated. The measure would facilitate the management to settle on ether the modular design or technical dimension, as suggested by Metz and jack respectively.
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The organization lacked competent and accountable leadership to control the executive and arrive at decisive conclusions that would solve the prevailing crisis. The institution of the structure would be successful had the organization assigned a competent personnel to oversee lancing process from the beginning to end. The project leader is fundamental in instituting and enforcement of working plans that facilitate the smooth running of activities by ensuring that organizational schedules are executed timely (Sturm et al., 2017). The leader would also develop a labor structure that would designate each leader with specific duty and the deadline of its accomplishment. The appointment of Jack Frogel as the project team leader flopped for he lacked the qualities needed, and thus was unable to coordinate the rest in working towards a common objective. Rather than focusing on the business issues, he focused on the details of product development.
By stepping in, Valerie Metz demonstrated such leadership qualities, but lacked the authority to push her agenda through (Donnellon & Margolis, 2009). She was, however, able to discharge her mandate professionally and excelled in her line. She was always determined to take the responsibility for most of the tasks relating to launch of IntensCare product by all means. Inability to designate a visionary leader to oversee the project launching development wasted resourceful time, and led to chaos, which threatened the launching of the product on a timely basis, as initially planned.
References
Donnellon, A., & Margolis, J. D. (2009). Medisys Corp.: The IntensCare Product Development Team. President and Fellows of Harvard College
Sangeetha, P., & Kumaran, S. (2018). Impact of shared leadership on cross functional team effectiveness and performance with respect to manufacturing companies. Journal of Management research , 18 (1), 44-55.
Sturm, R. E., Vera, D., & Crossan, M. (2017). The entanglement of leader character and leader competence and its impact on performance. The Leadership Quarterly , 28 (3), 349-366.
