Teal & Compass Soap Company Case Study It was nearing the end of winter and Amanda Johnson, Marketing Director at Teal & Compass Soap Company (T&C) had just finished leading an interdepartmental meeting with four of her peers. Amanda had never taken a leadership role over her peers before, and the new responsibility made her uncomfortable. As such, Amanda had been taking a laissez-faire approach when running the meetings. The team had been tasked with determining the feasibility of releasing a new fragrance line and their findings were to be presented to the CEO. Although the team had been making good progress, Amanda felt as though they had not been functioning as effectively as they could. Recalling this morning's meeting. Amanda wondered what she could have done to improve the team's cohesiveness Prior to starting the meeting, Amanda greeted the team as they came in. As usual, they arrived early and prepared and began to take their seats. Carlos from Finance, who had recently moved to T&C from Venezuela, silently scanned the room. Next to Carlos was Sally from Operations, who was talking loudly to Josh from Sales and Kim from Human Resources, while they all waited for the meeting to begin After presenting her marketing report, Amanda wondered if her plan was financially feasible. Without any objections raised by Carlos, Amanda felt comfortable moving on with her presentation. She assumed that her plan was accurate from a financial standpoint Sally's findings supported Amanda's plan from an operational standpoint. However, Sally repeatedly objected to Amanda's report, claiming that it was unsubstantiated. This left Amanda frustrated with Sally's persistent objections throughout the meeting. Because it seemed as if Sally only did so for attention and to create conflict. Amanda disregarded many of Sally's comments The meeting was primarily concerned with financial and operating issues, such as the sourcing and storage of new ingredients, as well as differences in handling and processing the product. Amanda noticed that Josh and Kim were checking their emails during the meeting and wondered if they needed to be present in the meeting at all. Amanda know this would be a difficult challenge. After sitting down and reviewing everyone's findings independently, she realized that her marketing plan was not financially feasible. She wondered why Carlos had no volunteered this information during the meeting and what she could have done to better engage him. Carlos' input was necessary in order to release the new fragrance line by this upcoming spring and a decision needed to be made soon. Considering the time constraint, Amanda wondered how she could best make decisions and lead her team to meet their goals LEARNING OBJECTIVES LO11-1 Describe the Supervisory Style. LO11-2 Describe the Team Performance Model LO 11-3 Identify the steps of planning a meeting LO 11-4 Understand the different types of problem members and how to deal with them. LO11-5 Identify the different types of decision-making styles LO11-6 Understand cultural differences and how it affects teamwork Answer the following questions: 1. Using the Team Performance Model, analyze the team's structure, dynamics, and stage of LO 11-1 Describe the Supervisory Style. LO 11-2 Describe the Team Performance Model. LO 11-3 Identify the steps of planning a meeting. LO 11-4 Understand the different types of problem members and how to deal with them. LO 11-5 Identify the different types of decision-making styles. LO11-6 Understand cultural differences and how it affects teamwork. Answer the following questions: 1. Using the Team Performance Model, analyze the team's structure, dynamics, and stage of development. As Amanda, what implications can be drawn? 2. a) What supervisory style is Amanda using? Support your answer using case facts. b) What supervisory style should she be using in order to improve group performance? Give specific examples of steps she could take using this supervisory style. 3. What do you think Amanda did to prepare for this meeting? Could she have done anything differently in order to have a more efficient meeting? 4. Identify any problem members on Amanda's team. How should she handle them? How could they improve their own behaviour? 5. What type of decision-making style does Amanda have? Is it appropriate for the situation? If not, which decision-making style would you suggest