Harold Andrew V.

Chiong MGT431 February 2,2017

June Edward Fernandez T.Th./1:00P-2:30P/C406
Syed Omar A. Sayre
Ivan Kristoffer Tong-an
April Shane R. Tupas

Written Analysis of the Case Case 21

I. Background
Mr. Pettis LeMaster, the Mercury Standard Corporations CEO, suffered a recurrence
of prostate cancer and became increasingly absent as he sought after for medical treatment. In
his absence, and with the boards approval, he made an interim arrangement for Myron
Morton to run the executive committee meetings and to continue to direct operations.
Mercurys CFO (Chief Financial Officer) was not happy with the arrangement. Myron
Morton, the vice president in charge of operations at Mercury hired Mr. Sam Shruggins, an
OD consultant, to assist what he understood to be a team development effort. Mr. Morton
pointed out that the team was generally conflict avoidant and was viewed by him as in
efficient in dealing with real issues. Mr. Myron brought in Mr. Shruggins to make the team to
be more aligned and at least pulling the same direction and to perform at higher level. On the
first meeting, Shruggins met the team but without prior notice. He then left the group with an
assessment form which was a five factor measure of personality to be accomplished and
evaluated on the next meet. Shruggins is not new to such measure as he had previously used
it and have found it to be harmless.

The second meet started by reviewing the results of the assessment and was
culminated by an activity that Shruggins conducted which was abbreviated as OCEAN
referring to openness, conscientiousness, extroversion/introversion, agreeableness and
neuroticism. The results of the test were supposed to be confidential and should be kept to
ones self as reminded by Shruggins. However, such confidentiality was broken when
employees who took the test shared through gossip the results of their co-workers. The gossip
grew and was captured by a local newspaper who then published both in print and online.
Such news brought the company to a bad light and the OD intervention was postponed.
Meanwhile, the organization is back to normal but there are times where the senior
management team are backstabbing and name call their teammate.
II. Problem statement:
How will Mercury Standard Corporation's executives overcome the barriers and improve
team effectiveness?

III. Areas of consideration:

Intervention - Interventions should be considered because it is must be appropriate and
resolve the problem of the company. The intervention used in the case backfired and resulted
to more problems with the teams and even their image.
Leadership style - Myron Morton's Leadership style and decisions heavily influences the
performance of the teams.
Team Relationships - Good relationships between the team members and Morton should be
established to improve effectiveness and lessen Workplace issues.
Communication- Good communication is important because is reduces misunderstandings
and promotes good relationships among team members.

IV. Alternative Courses of Action

1.) Confrontation meeting
Pros:
a. Very limited time is required for this intervetion
b. There is enough cohesion within the team for such an activity
c. An Intervention like this is suited for the team since they have been working for almost 40
years with Lemaster
Cons:
a. The duration of the event might not be enough to address all problems
b. personal biases are inevitable
c. May lead to more conflicts and disputes between employees

2.) Career Development Plan

Pros:
a. Increase in professionalism
b. Succession planning is established
c. Individual will develop self-assurance and trust in decision and job skills
Cons:
a. Uncertainty in a succesful outcome which invovlves not fully satisfying employees
b. Employees are less flexible with certain decisions and opportunities
c. Time and resource constraint

3.) Appreciative Inquiry

Pros:
a. There is less confrontation in this process
b. It gives a positive vibe to the members which may lessen personal biases
c. Employees are energized and motivate through positive vibes
Cons:
a. Is diverts attention from the actual problem
b. Can be time consuming
c. This intervention may only have short term benefits

V. Recommendation:
We recommend Alternative Course of Action Three (3) to be implemented because it
addresses the organizational issues that Mercury Company is facing; namely on its team
effectiveness, clashing of diverse personality and internal conflicts that surrounds within the
top management. With the help of appreciative inquiry its primary process begins with
strengthening the team itself, it is evident in the case that there are hidden frustrations and
problems, and with the help of this process team may find success, positive energy is released
and the teams and individuals begins to gain a better understanding of themselves.
VI. Implementation Plan
For Mercury Company to effectively accomplish and implement Alternative Course
of Action Three (3) that is to resolved the internal conflict within the organization through the
process of appreciative inquiry. Here are the following steps that the organization should do:
1.) The organization will undergo the process of discovery which consists of engaging
Morton and relevant stakeholders in a dialogue about the strength of the organization,
their best practices, accomplishments and rewarding. Overall with this process of
laying all positive compliments it helps build an atmosphere of trust and fulfillment
on the part of every stakeholder so they may be able to proceed in a further discussion
in their current problems.
2.) There will be another meeting where the participants will look to the future and
imagine how things could be articulating and sharing their visions for the future. It
helps realign the organizational objectives and immediately resolved their problem so
they can aim for their goal. In this meeting they will also collaboratively construct a
vision for a new future and actions that move the team and organization to a desirable
new point .
3.) With the resolution of their problems their will be another discussion which
focuses less on action plans and spreadsheets and more on creating grassroots
networks of interested and committed parties who are empowered and who freely
choose to take action on their own. Considering the ineffectiveness within the team
and organization, this self-actualization helps the team to freely decide for themselves
inline of what will be good for the organization. Having said, the personal and team
conflicts will decreases as the group learned to resolve its ideational disagreements in
favor of a common future.

VII. Change Management Style

The implications of how alternative course of actions can effect changes in the present
organization, we have referred to Nadler and Tushmans Congruence Model, which looks at
the congruence between the following root elements that drive organization performance such
as Work, Culture, Structure, and people. Here are the following factors that are currently
present within the Safe Passage (charity) Organization:
Work Within the vicinity of their workspace, there is this internal conflict that is
happening, misunderstanding on the part of employees and external strife that gravely affects
the companys image. With the implementation of the alternative action, it promotes
professionalism and confidentiality to work, which will latter help the company uplift its
current situation and regain its prestige.
People Majority of the people has been working in the company for years because of its
benefit packages. Whats lacking within them is a strong threshold on their professionalism
that is clearly understated in the company.
Structure It is evident that the company has internal conflict within the board of directors
and its succession planning. They dont have a clear plan onto who will succeed and
supervise the overall operation of the company.
Culture They are relatively diverse in terms of exposure and work environment that is
currently presented by Morton who came from a progressive rural area before he transferred
to brewery. It is also evident the culture of gossiping and confidentiality really cannot be
suppressed when internal conflict is still existing..