Chattanooga Ice Cream Case Essay

crimpIn this paper I will do an analysis on what I think cause the downf completely of Chattanooga scratch balm. I will also give and observation of the Chattanooga Ice salve Division and how neglect of respect and communication caused them to lose maven of their biggest clients. I assay Charlie Moores leadership style. I will see how things could lease been handled differently, if they would arrive at applied team upwork and better leadership to the equation.INTRODUCTIONChattanooga Ice Cream, Inc. was a division of Chattanooga Food Corporation, which was founded in 1936. The Ice Cream Division of Chattanooga Foods was virtuoso of the largest regional ice cream manufacturers in the United States, (Sloane, The Chattanooga Ice Cream Division, HBR, p.2). Following the loss of verification & Shop one of their largest customer, Charlie Moore the divisions president and general manager, and his decision maker management had severalmeetings to discuss the future of the division and their product. Moore was responsible for the core of the companys future, and dealing with the conflicting attitudes and opinions of the members of his team. It was his responsibility to make genuine everyone was on the same page to get the company back up and running properly.CHARLIE MOORE AS A LEADERIf I had to give enlarge as to what type of leader Charlie Moore was on the DiSC he would be a S & C leader. He preferred an orderly environment. He believed in collaborating to get things accomplished.The Downfall of Chattanooga Ice Cream 4He strived to make progress in the company. He wanted to financial aid the company meet its goals with getting its products back on the market and creation competitive. He also wanted to have the team make slopped and careful progress toward meeting the goals for the company. Moore values groups efforts. He is non an aggressive leader and tends to avoid competitive environments and conflict. Disdaining such behavior, Moore pretend a deaf ear to it, hoping his subordinates would get the signal and cease complain about individually other.,(Sloane,2003, p.2). These are all good qualities to have in a leader, but I think it also led to his stroke as a leader.When Moore took over the division he came with a write up of leading openly, preferring to operate in an environment of group decision making. He assumed that everyone would be able to come together in understanding as to what direction the company should go in. His judgment proved damaging 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 presumption for one another.Everyone was pointing the finger, and no one person saw fault in their part of the companys downfall. Moore never developed an environment of believe among his team members.Moore did not prepare the team for the change that was to come. He demand to prepare organizat ions for change and help them cope as they struggle through and through it Week 2, Lecture -What Great Leaders Do. Instead of showing positively charged 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 give a debate among the team members, Rule 6 Leaders canvas with curiosity that borders on skepticism, making sure your questions unleash debate and release up issues that get action (Welch,2005,p.74). Charlie should have come into those meetings with a communication strategy. That counsel the team would have understanding, and everyone would support a common vision.THE TEAM energising AND DYSFUNCTIONAll companies have ups and downs. All companies win broadsheets and loose accounts. What all companies should not have are teams that bicker, point the finger at each other and dont communicate. This type of behavior is symptomatic of an jaundiced 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 at sea 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 impression that, that department needed to be corrected. Rather than taking a good close look at their department, and seeing what could be improved there. in that respect were a lot of negative energy and emotions involved in the meetings, which halted the peril for real teamwork. There were too many Chiefs and not enough Indians. Everyone was playing as managers except for the realmanager. Moore was a leader who made decisions publically. unconnected the former manager of the division who made decisions privately without the consensus of the rest of the team.THE gloam OF CHATTANOOGA I CE CREAM 7The old leadership did not foster 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 discharge to be made. Week 4, Lecture Building High Performance Teams suggests that when managers fit in on ground rules in advance, the teams are much more seeming to run efficiently, which Moore did not do.RECOMMENDATIONS FOR CHATTANOOGA ICE CREAM DIVISIONMy archetypical 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 touchstone up and take ownership of his role. You want bigger solutions ask questions vigorous debate, decisions, and actions will get everyone there (Welch, 2005, p. 76). A team will just be as good as its le ader. 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 come along credibility and trust among the team. As a leader I would diverge to build a foundation for candor, voice, and dignity going forward. By aspect these rules in place the team will learn how to communicate effectively. By makingthese changes this will ensure each individual has a voice, darn not obstructing the process of productivity.