efficacy. Brodsky was “seeking Keller’s nod of approval for nearly every remark he made” and Keller acknowledged this but he lacks the ability to sympathize with his peer’s fear. Had Keller possessed more human skills, he would have had more open communication with his team and wouldn’t have to wait for a formal meeting. His decisions lack consensus and appear to be more based on internal factors than external factors. Suffering from the fundamental attribution error, he overestimates the influence of internal factors and underestimates the influence of external factors. Keller is unaware of his influence on Brodsky performance. He believes Brodsky’s ill appearance is due to the stress from work but he doesn’t understand the gravity of the issue.
Comparing Maslow’s Theory of Needs to Keller’s current motives, it is evident he is in the self-actualization stage where personal growth occurs. This need for personal growth is unique to each individual and the motivation Keller has to achieve better relationships with his peers is not clear. Since he acquired most of his needs he appears slightly satisfied, stable and stationary. His main goals are to stay true to himself. He “considered himself to be an enemy of bureaucracy.” Even though the company appreciated his business judgement he was told he couldn’t go much further “unless he could learn to work within the system.” Relinquishing duties to Brodsky he takes a “step back and no longer interferes”. With little motivation to adhere to critiques he doesn’t go further to engage him. He is in the self-actualization stage where each individual’s motivation is driven by personal desires. Had he talked to Brodsky and ask for his input in what he could do differently, he could have possibly learned what exactly the issues were. Following the Team Effectiveness Model to identify characteristics of effective teams, it is apparent that the team lacked context. There was not a climate of trust between the leader and his subordinates because he only recently began to treat his peers as capable. This made his subordinates also lack trust in their manager and felt incapable of connecting with him. The inability to express his thought processes affected his team’s efficacy. The lack of communication disturbed the teams common purpose, specific goals, and cohesion. His budget devoted “only a single paragraph to a substantial drop in sales” and “lacked integration” betweennew proposals and previously formulated plans. The company spent 14.5 million Euros and although they had been lenient on accepting non-detailed budgets this still proves to be an example of Keller’s inability to convey his thought process Although Keller maintains expert power due to his lack of delegating task, he
mainly aligns with legitimate power. His legitimate power is less effective in gaining the employees’ satisfaction. The company is aware of the high dependence this manager is creating so they decide to intervene. The company brings up the unfortunate scenario they would have to
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- Fall '19
- Management, Wolfgang Keller, Dmitri Brodsky