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Managing a Global Team:
Greg James at Sun
Microsystems, Inc. (A) & (B)
Managing a Global TeamContext
Greg James at Sun Microsystems, Inc. (A)• Greg James, a global manager at Sun Microsystems
• To resolve a serious customer system outage as required by a
service agreement
• Sets out to meet with his entire member in customer
implementation team spread across India, France, UAE, and US
• Rather than finding a immediate solution to the rapidly escalating
customer situation that motivated his trip, he finds himself facing
distributed work.
• Interpersonal Conflict and management issues in global
collaboration are threatening to unravel his team.
Greg James at Sun Microsystems, Inc. (B)• This case updates the steps Greg James took to solve the
problems that instigated the crisis.
• Greg James solves the problems involved in his team's breakdown
and creates team cohesion to help them function together
effectively.
Questions to AddressA. What instances of leadership do you see (or want
to see) in Greg’s behavior?
B. Are there instances of managerial behavior in Greg?
C. How are the two different?
D. Are there any commonalities?
E. What are your Learning?Managers and Leaders: Are They Different?
by Abraham Zaleznik
What Makes a Leader?
by Daniel Goleman
The Work of Leadership
by Ronald A. Heifetz and Donald L.
Laurie
Why Should Anyone Be Led by You?
by Robert Goffee and Gareth Jones
Building the Emotional Intelligence of Groups
by V U Druskat and S B Wolff
Our References
Assessing Effectiveness Fit4RC - Four Resonance Check on Leaders / Managers
Leader / Manager
Organization
Employee Belief/
Attitudes/ Values
Alignment with External
Source
Perception to wards
Customer
Sun Microsystems
TIC, Technology Integration Company
HS Holdings’
Banking System45 Member Global Team
7-France, 16-India
11-UAE & 11-US
Every Organization needs
Leaders / Managers for
Driving their strategic
Objective.
It is imperative to Check the
4 Resonance of a leader /
manager with the
Other elements of
Interactions for their
Fit with the Organizational
Objective/Strategy.
We shall try to see
In the next slide we made
an attempt to at least
assess
The resonance fit Between
Sun’s Emerging Strategy
And Greg’s ability and
Capability.
Resonance Fit between
Organization & Leader/ManagerOrganization
[Strategy & Industry]
Greg James
1. Sun Controlled all of the
elements (Technology,
Product, Services etc). Global
Talent:- Choses employees
based on talent or leadership
rather than location.
2. Industry characterized by high
product turnover, Heavy
Investment in R&D, Price war,
Cost Cut i.e., Business need
Adaption, Aggregation &
Arbitrage.
1. Specialized in technology, a
star engineer in technical elite.
Rose through development
projects to managing teams.
2. Sun’s pursuit for a global
presence, James identified for
high profile team management
at implementing enterprise wide
solutions. Adaptive to Open
Work: Applied for him & his
team.
Top Possible Prevailing
Leadership/Managerial Traits in
Greg (From Case-A)-1/2
- Recruitment: Efforts (Page
8, Para 2,3)
- Opportunity identified by
Lawry (Page-5, Last 2 Para)
- Recruitment: Global Team
& Open Work (Page 8, Para
2,3,4)
01)
Ma
nag
ers
an
d L
ead
ers
: A
re T
hey
Dif
fere
nt?
by A
bra
ham
Za
leznik
A. What instances of leadership do you see (or want to see) in Greg’s behavior?
B. Are there instances of managerial behavior in Greg?
C. How are the two different?
D. Are there any commonalities?
Commonality of a Leader & Manager in the Attribute
Uniqueness of a Leader or Manager in the Attribute
EVIDENCEMANAGERS LEADERSATTRIBUTE
- Time Zone and Work:
Directing (Page 8, Para
5,6,7,8)
& Exhibit – 4.
- Adjective Rich Feedbacks
from India, US, UAE &
France Directing (Page 9-10)
- Greg James: Desire to
work with SUN (Page 5, Last
4 Para)
01)
Ma
nag
ers
an
d L
ead
ers
: A
re T
hey
Dif
fere
nt?
by A
bra
ham
Za
leznik
Top Possible Prevailing
Leadership/Managerial Traits in
Greg (From Case-A)-2/2A. What instances of leadership do you see (or want to see) in Greg’s behavior?
B. Are there instances of managerial behavior in Greg? How are the two different?
C. Are there any commonalities?
Commonality of a Leader & Manager in the Attribute
Uniqueness of a Leader or Manager in the Attribute
Debatable Commonality of a Leader & Manager in the Attribute
EVIDENCEMANAGERS LEADERSATTRIBUTE
What
Greg MissedRefer (Case-A)
Exh
ibit
-4:
Su
rveys o
f S
ati
sfa
cti
on
wit
h O
pen
Wo
rk f
or
Gre
g J
am
es's
Team
50
50
Fallacy with
Survey:-Integrating Europe &
Middle East
Of Concern:-
Distance Collaboration
HR Practices
Employee Satisfaction
Management Support
WorkSpace Effectiveness
45 Member Global Team
11-US
16-India
7-France
11-UAE
US Viewed as
Favorites.
Water Cooler Conversation (Non US Team).
Unfair Work Load ( France & US).
Fra
nce Compensation
Mismatch -30% less than US.
Job Security Because of LAW.
Country Based Benefit –Vacation.
Ind
ia Want more responsibility on customer technology customization & Innovation than maintenance.
Interpersonal Issue Rahul & Ahmed.
UA
E Culture Influence (Developing relationship requires more time).
Feel disconnected.
Require more Face-to-Face.
Perceived as Sub-group on India.
Conflict (Interpersonal) and
management issues in global
collaboration
What Trait of Leadership in Greg posses
(From Case-A) that showed the results in
Case-B
02)
Wh
at
Ma
kes a
Lead
er?
by D
anie
l G
ole
man
Self awareness Less evident in case substance (Debatable)
Self regulation Less evident in case substance (Debatable)
Motivation Being driven
to achieve for
the sake of
achievement
• A passion for the work itself
and for new challenges
• Optimism in the face
of failure
Empathy Considering
others’ feelings,
especially when
making decisions
• Expert in attracting
and retaining talent
• Sensitivity to cross cultural
differences
Social Skill Managing
relationships to
move people in
desired
directions
• Effectiveness in leading
change
• Efforts in building
and leading teams
Uniqueness to be a Leader
Debatable Uniqueness to be a Leader
Our Thoughts on Case-A03)
Th
e W
ork
of
Lead
ers
hip
by R
onald
A.
Heifetz
and D
onald
L. Laurie
Get on the balcony.
Don’t get swept up in the field of play.
Instead, move back and forth between the “action” and the “balcony.”
You’ll spot emerging patterns, such as power struggles or work
avoidance.
This high-level perspective helps you mobilize people to do adaptive
work.
Protect leadership voices from below.
Listen to whistle-blowers, creative deviants, and others exposing
contradictions within your company.
Their perspectives can provoke fresh thinking. Ask, “What is this guy
really talking about? Have we missed something?”
Maintain disciplined attention.
Encourage managers to grapple with divisive (tending to cause
disagreement or hostility between people) issues, rather than indulging in
scapegoating or denial.
Deepen the debate to unlock polarized, superficial conflict.
Demonstrate collaboration to solve problems.
What probably Greg need to do?
Leadership Trait required by Greg James
04)
Wh
y S
ho
uld
An
yo
ne B
e L
ed
by Y
ou
?
by R
obert
Goffee
and G
are
th J
ones
Evidence: Case B
The way he
Responded
on the issues
Evidence: Case A
The way Greg assessed &
Reflected on the issues
Except over Exhibit-4
Our LearningWhat did Greg probably do as a
leader?
04)
Bu
ild
ing
th
e E
mo
tio
nal In
tellig
en
ce o
f
Gro
up
s b
y V
U D
ruskat
and S
B W
olff
Evidence:
Case-BPage-1, Para 3
Page-2, Para
1,2,3
Case-B
Does not show
Evidence of
integrating
HS Holding or TIC
Our Learning : Case-BHow did Greg Understood Emotions of others?
04)
Bu
ild
ing
th
e E
mo
tio
nal In
tellig
en
ce o
f
Gro
up
s b
y V
U D
ruskat
and S
B W
olff
Evidence: Case-BPage-1, Para 2,3
Page-2, Para 1,2,3
Our Learning : Case-BHow did Greg create Awareness of
Emotions?
Possible steps Greg James took as a Leader
04)
Bu
ild
ing
th
e E
mo
tio
nal In
tellig
en
ce o
f
Gro
up
s b
y V
U D
ruskat
and S
B W
olff
Evidence: Case-BPage-1, Para 2,3
Page-2, Para 1,2,3
Our Learning : Case-BHow did Greg help Regulate of
Emotions?
Possible steps Greg
James took as a Leader
SITUATIONAL LEADERSHIP STYLES
CONSULTING
STYLE (Ideal)
LOW MOTIVATIONHIGH COMPETENCE
DIRECTIVE
STYLE (Ideal)
LOW COMPETENCEHIGH MOTIVATION
DELEGATING
STYLE (Ideal)
HIGH MOTIVATIONHIGH COMPETENCE
SUPPORTIVE
STYLE (Ideal)
LOW COMPETENCELOW MOTIVATION
India
France
*
US
UAE
(Debatabl
e)
Our LearningQuestioning Leadership style adapted by Greg?
Thank
You