Terra Cog Papa free essay sample

TERRACOG GLOBAL POSITIONING SYSTEMS: CONFLICT AND COMMUNICATION ON PROJECT AERIAL HARVARD BUSINESS SCHOOL CASE STUDY 2184. Discussion Questions 1. How have departmental and individual objectives led to the current situation? 2. What is the current decision-making process? 3. What are the strategic and organizational implications for each of the company’s options? 4. What should Emma Richardson do? This paper provides a case analysis and case solution to an organizational communications case BY Michael Beer and Sunru Yong concerning problems in organizational communication and group conflict management at TerraCog, a high-tech company that develops GPS products for the consumer market. The case focuses on contentious meetings over the recent failure to meet a competitive challenge. The paper includes problem identification, discussion of main issues, problem analysis, identification and assessment of alternative solutions, recommendations, and implementation plan. KEYWORDS: terracog case study case solution organizational behavior communication meetings group dynamics decision making human resources management personnel management conflict groups. We will write a custom essay sample on Terra Cog Papa or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page APA Style. TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitors new product that makes novel use of satellite imagery. When TerraCog pursues development of a directly competing product, dubbed Aerial, the projected costs threaten to scuttle the project. The key unit managers gather in a pair of contentious meetings that feature anger, blame, and bewilderment, but produce no effective conclusion. At the end of the case it falls to Emma Richardson, a newly-promoted executive vice-president, to push the group toward a go/no-go decision. Enclosed report deals with the launching price problem being faced by TerraCog for its forthcoming GPS product Aerial, different options that are available to the company, selection criteria for evaluation and proposed solution along with action plan and contingency plan. Executive Summary There is significant disagreement over the proposed pricing of Aerial between the different departments. Presently TerraCog has 3 options. It could offer the product at a price which is substantially higher than its competitors, try to offer the product at a price which is slightly higher than its competitors or defer the launching. Each of the 3 options is assessed separately against the 3 criteria that have been used for evaluation. Conclusively, it is recommended that the launching should be deferred by 3 months. A contingency plan is also discussed which suggests that the product should not be launched to the market at all. Case Highlights †¢Traditional leader of handheld GPS market †¢Innovative competition †¢Executive team in turmoil Problem Statement TerraCog has an executive team in flux, lacking true leadership, effective communication, and cohesive vision. Alternative I: Creation of two cross-departmental teams to research and recommend cost savings or value added options. Advantages Create framework for company wide inter-disciplinary approach to challenges / projects †¢Provide combinations of subject matter experts in each department optimize outcomes †¢Ensures each department has ownership of recommendations enhancing buy-in and acceptance of ultimate implementation †¢Enhances Friendly competition motivates teams to explore all avenues Disadvantages †¢Likely will delay launch of Aerial by several weeks †¢Department Leaders, Executives and Board may not embrace options presented †¢Ã¢â‚¬Å"Losing† team could suffer morale drop †¢Resource use could negatively affect other projects Alternative II: Emma Richardson works one on one with Team Leaders to address underlying agendas Advantages †¢Coordination between teams can fix problems betterTackling hurdles will enhance collaboration †¢Understanding of Team Leaders’ positions provides basis for consensus †¢Alignment of purpose facilitates decision making †¢Timeframe for meetings can be short No additional drain on resources Disadvantages †¢Emma may not have enough management skills to effectively conduct meetings †¢Issues raised could be intractable †¢Too late in the development process for any changes to be made Alternative III: Enlist assistance of Harold Whistler to moderate project Advantages †¢Having Co-Founder involved can provide weight to the decision process †¢Leverages his experience from other projects †¢Semi-retirement and position in firm implies less political jockeying Disadvantages †¢Leaders’ perception of Whistler’s semi-retirement might be he is â€Å"put out to pasture† and therefore not respectful †¢Requires Emma to admit her role as project leader is not effective †¢Whistler may not wish to dedicate significant time to address all of the problems Alternative IV: Redesign product and work out unresolved technical problems Advantages †¢Fresh start allows for more planning and better understanding of project vision †¢Adverts possible retail and financial embarrassment if Aerial launch is a flop †¢Provides time to incorporate more value added features and functionality Disadvantages †¢Delay in launch requires missing key holiday sales season †¢Recommendation to Board for delay is not career enhancing move †¢Other projects in pipeline would be delayed Significant amount of resources lost Final Decision Problem: According to my point of view the root cause of all the conflicts within Terracog is the lack of leadership, effective communication and vision and inter-groups conflicts. Lack of leadership is evident from the role the president, Richard Fiero. He was persuaded into making the decision by the sales Vice President Ed Pryor. Richard Fiero went ahead and took the decision based on only one source of information – Sales. He did not consult the other important players – Production and Design and Development. This shows his sheer lack of leadership skills. Before announcing the decision he should have consulted these important groups and come out with a consensus. Richard thinks he can force the price he wants from Tony Barren. This is not what a leader should do. Further he clearly does not take help from Harold Whisler. As evident from Exhibit 2 Harold is a co-founder of Terracog and comes with thirty-one years of experience. Harold also has a sound engineering background and in the past has contributed significantly to Terracog’s key sonar equipment products in 1980s. The president clearly chooses to ignore Harold’s opinions. The last meeting shows that Harold is not given a chance to speak. He speaks only twice and is cut off both times by the more aggressive CFO Becky Timmons. As a leader Richard should have been present in the meeting and listened to Harold’s important points. Further the entire project has been delegated to Emma Richardson. Emma has only two months of experience in this role and is unable to steer the discussions in a productive direction. She also has not been performing as prescribed. Alternative I Terracog should create two cross-departmental teams to research and recommend cost savings or value added options. The advantage of this approach will create a framework for company wide inter-disciplinary approach to challenges and projects. Each department should also have a subject matter expert to optimize outcomes. Cross Join Now For Free