Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
FMC Consultants
Brandon Siu, Fiona Yeung, Albert Lee, Connie Lam, and Anchita
Kaushik
Table of Contents
Executive Summary 1
Problems 1
Weather 1
Lack of Deadlines
Lack of Communication
Overall
Rachel
Lea 6
Tarini
Janet
Merrill
Possible Solutions
Final Decision
11
Justification
11
10
Consequences 11
Leadership Styles and Characteristics
Predicted Outcome
13
Implementation Plan 13
Contingency Plan
Conclusion
Exhibits
14
14
13
12
Executive Summary
Rachel, Lea and Tarini, the three co-presidents of the SWIM club, began
planning the 3rd annual conference with the help of their directors Janet and
Merrill. But they soon discover that there is a snowstorm approaching the
area and this creates a huge problem for the three co-presidents. Speakers
from around the globe initially agreed to attend but due to the weather,
speakers had to adjust their flight times. Consumers who purchased tickets
began been requesting that the three leaders postpone the conference or
refund the tickets, but the leadership team did not reply to their queries.
Unfortunately, postponing the conference was not an option and if worse
comes to worse; they may have to cancel the entire event, therefore leading
to a net loss.
Problems
Weather
Solution
Weather was one of the greatest contributors to the list of problems for
the SWIM leadership team as a snowstorm was approaching Boston during
the time of the conference.
Lack of Deadlines
Solution
Set deadlines and milestones, and if they are not met, then entire
team helps out
Get formal contracts signed with reimbursements for inconveniencing
them if they cancel their involvement last minute
Solution: sign formal contracts regarding conditions for sponsorship
and procedure and repercussions of cancelling sponsorship
During the summer, the co-presidents and directors were not able to
contact each other due to different time zones, which caused delays to their
decision making process. Thus, many last minute decisions were made. The
team also lacked inspiration and motivation which led to contrasting
priorities. With these contrasting priorities, they wasted time with no formal
contracts or dates being set for the consumers. This caused further confusion
regarding their internal and external communication.
Lack of Communication
Solution
Have one leader that makes decisions about event based on vision
Have team bonding events before planning process to create trust
between team members
Leaders should communicate with directors to figure out tasks and
timelines for changes, with one leader that Merrill should have
reported to update them
Should split roles equally between co-presidents and hire another
director or employ assistants for directors due to Merrill being on leave
from MIT
Learn from others mistakes, such as those of past conferences
leadership team
lead their own projects. Within this confusion, many decisions were made
without the opinions and approvals of team members.
Lack of Backup Plans
Solutions
Create contracts for speakers, which they need completed and
returned by a certain date to finalize their speaker list, that also clearly
state extreme possibilities such as event cancellations
Book entire venue in advance and do not risk having non-conference
people utilizing other rooms on day of conference
With the challenges piling up, the team did not put any thought into backup
plan in case of drastic emergencies. The team later found that a university
classroom within the conference facility was booked for a class on the day of
the conference. Also, though they partnered with various vendors, no formal
contracts were made. This could easily result in a sudden cancellation that
would cause further problems. This problem would have been avoided if the
team could collectively produce innovative ideas to counteract these
challenges, rather than being narrow minded about the situation.
No Final Authority
No single authority for key decision making which led to tension and
trust issues between team members
No vision and though they created a theme for the conference, they
had no set vision or focus for the conference and were unsure about
their roles
Did not show backbone; were not courageous about their decisions as
they did not collaborate with team members, failures dampened their
spirits, and they were unsure if they were doing the right thing
Solutions
One leader for key decision making and team bonding events to point
everyone in the same direction
Get someone with a vision for the event to be the leader
Commitment contracts for team members that emphasize full
commitment during breaks to finalize conference details
Should address conflicts and attempt to fix them
As been mentioned before, the leadership team was informed about
having an authority to make all final decisions for the conference. Although
this request was ignored, the team chose to lead themselves, which lead to
the contrasting aims of the team members. The team had no vision and
lacked inspiration and spirit. This lead them to them constantly reconsidering
their decisions and led to them avoiding the conflict altogether.
Leaders
Overall
Rachel
Rachel was the chief financial officer who needed to find adequate
funding from sponsors for the event. In order to achieve the goal set out, she
assembled a team of first year MBA students who contacted companies for
sponsorship. Rachels leadership style fell under three categories which are
coaching, affiliative, and democratic which are described below. However,
through these types of leaderships, Rachel did not lead the team smoothly.
She was short-sighted to only achieving the bare-minimum. For her to be a
better leader, she should have acted as a visionary so the students were
motivated to achieve higher goals than last years event.
CFO
Sponsorship
What she did well: Asked for input from first year MBA students
The manager has his or her eye always on the bottom line; the
leaders eye is on the horizon. she always focused on making
sure they werent in the negative rather than focusing on their
overall goals
Did not create a corporate culture in which she and the first
year students had to meet certain goals on a specific date
Lea
Lea was the chief operating officer who was responsible for arranging
vendors at the SWIM conference. She accomplished her objectives by
arranging a team that searched for vendor management. Her leadership fell
under democratic, coaching, and affiliative leadership types which are
described below. Like her co-presidents, unfortunately, she faced many
problems that came to occur because of the decisions she made as a leader.
She should have favored a more authoritative leadership with due dates so
her team could have a clear and focused vision on how to arrange the event.
COO
Operations
Building new relationships with vendors and planning the budget due
to change in VIP dinner location from 2012
She did not have a vision of how the event would look in the end
so could not lead self or others well
Did not communicate well with co-presidents, her team, and the
vendors.
Pace Setting (Would have lessened the rush in the end to arrange
vendors if she set due dates)
Tarini
Tarini was the chief marketing officer who was responsible for selling
tickets and spreading the word of the SWIM conference. She achieved her
goals by reaching out to social media and many other sources that would be
interested in the SWIM conference. Her leadership type revolved around
coaching her committee on how to approach and sell the events ticket.
However, due to the slow progress from the speaker recruitment and the lack
of vision in each leader, marketing was difficult and Tarini was too emotional.
To resolve her leadership problem, she should have created her own vision of
how the event would turn out and marketed it this way with her team.
CMO
Visionary/Authoritative
Janet
Janet was responsible for finding speakers for the event alongside Merrill.
The style of leadership Janet mainly utilized was affiliative and pacesetting.
Unfortunately, she did not constantly communicate with Merrill. She was a
leader who could not lead herself. In order to be able to accomplish her
goals, she should have acted as an authoritative and coaching leader
because the panels needed a vision and they needed to know how to get
speakers successfully. During the decision making process of whether the
event should happen or not, it was essential that she became a visionary so
that the teams could efficiently arrange plans in a focused manner.
What she did well: Managed to arrange keynote speakers with a team
Affiliative
Pacesetting
Merrill
Merrill was responsible of getting speakers for the event with Janet.
However, her lack of commitment to organizing the speaker recruiting panel
demonstrated poor leadership skills. She did well in helping Janet to confirm
speakers. But other than this, she did not fully commit to the SWIM
conference and left the majority of the work for Janet. Her lack of
accountability shows that Merrill did not deserve the position, but the SWIM
team did not have any alternate options. So, the leadership she could have
taken if she was to stay committed and become successful was to have an
authoritative leadership style. Through this type of leadership she could
motivate the panels in a clear vision to achieving speakers at a consistent
pace.
Affiliative
Took leave in the middle of preparations for the event but still
wanted to be a co-president afar.
Was not accountable for her work (took leave and gave workload
to Janet)
Leadership style Merrill should have used and should use now:
o
Possible Solutions
Would lose only $3000 because that is the deposit for the catering
services
No safety hazards for attendees as event is cancelled and snowstorm
will not affect health
Do not have to pay for setup
Guarantee of avoiding the snowstorm
Cons
Cons
Final Decision
Half Day Conference
Give 25% of ticket price back to attendees because they are not
getting the full value of their ticket, but are still provided with half day
event and catered food
Mail out the ticket refunds, ask email recipients for mailing addresses
Food served during registration which will be 30 minutes as schedule is
being adjusted
Catering
o Gave $3000 as deposit and for half day solution SWIM would be
paying mostly for the service
o Pay entire amount for perishables
o Pay half the cost of labor for half day conference as event is
running for half the time than originally planned
Justification
Consequences
Directive when:
o Dealing sponsors and informing them about changes because
deviations from PR statement and set info are risky as they could
damage SWIMs reputation with sponsors
Pacesetting and affiliative when:
o Dealing with committee members because they are experts as
they have completed their BBA and are highly motivated
because otherwise they wouldnt be on the committee
o Committee members do not need a lot of direction because they
have been helping her throughout the process
Lea
Tarini
Visionary when:
o Trying to get voice and vision of company across to consumers
and potential investors for following years because it shows them
a clear direction for the upcoming years and because the
conference needs a new direction regarding their work habits
Directive when:
o Dealing with PR regarding informing consumers regarding
changes to conference because deviations are risky and could
damage their reputation
Overall
Predicted Outcome
Implementation Plan
Contingency Plan
Hire snow cleaning contractors to clear out path for attendees which
would minimize safety hazards
Evacuation plan for the day of the conference just in case the snow
storm hits early.
Shuttle busses for people at the end of the day just in case some
people do not have a way out of the venue with the snow coming
down.
Secure emergency food and water rations in case employees get
snowed in
Conclusion
Exhibits
Exhibit 1: Edited Agenda For Half-Day Conference
7:40AM 7:50AM
Registration Opens
7:50AM 8:20AM
8:20AM 9:00AM
9:00AM 9:30AM
9:30AM 10:00AM
Networking Brunch
10:00AM 10:30AM
10:30AM 11:10AM
11:10AM 11:40AM