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Managing a Global Team:Greg James at Sun Microsystems, Inc. (A) & (B)

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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.

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Managing a Global Team:Greg James at Sun Microsystems, Inc. (A) & (B)

  1. 1. Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) & (B)
  2. 2. Managing a Global Team Context 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.
  3. 3. Questions to Address 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? 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
  4. 4. Assessing Effectiveness Fit 4RC - Four Resonance Check on Leaders / Managers Organization Leader / Manager Employee Belief/ Attitudes/ Values Alignment with External Source Perception to wards Customer Sun Microsystems HS Holdings’ Banking System 45 Member Global Team 7-France, 16-India 11-UAE & 11-US TIC, Technology Integration Company 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
  5. 5. Resonance Fit between Organization & Leader/Manager Organization Greg James [Strategy & Industry] 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.
  6. 6. Top Possible Prevailing Leadership/Managerial Traits in Greg (From Case-A)-1/2 ATTRIBUTE MANAGERS LEADERS EVIDENCE - 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) Managers and Leaders: Are They Different? by Abraham Zaleznik 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
  7. 7. ATTRIBUTE MANAGERS LEADERS EVIDENCE - 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) Managers and Leaders: Are They Different? by Abraham Zaleznik Top Possible Prevailing Leadership/Managerial Traits in Greg (From Case-A)-2/2 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? 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
  8. 8. What Greg Missed Refer (Case-A) Exhibit-4: Surveys of Satisfaction with Open Work for Greg James's Team 50 Fallacy with Survey:- Integrating Europe & Middle East 50 Of Concern:- Distance Collaboration HR Practices Employee Satisfaction Management Support WorkSpace Effectiveness 45 Member Global Team 11-US 16-India 7-France 11-UAE
  9. 9. Conflict (Interpersonal) and management issues in global collaboration US Viewed as Favorites. Water Cooler Conversation (Non US Team). Unfair Work Load ( France & US). FranceCompensation Mismatch -30% less than US. Job Security Because of LAW. Country Based Benefit – Vacation. IndiaWant more responsibility on customer technology customization & Innovation than maintenance. Interpersonal Issue Rahul & Ahmed. UAECulture Influence (Developing relationship requires more time). Feel disconnected. Require more Face-to-Face. Perceived as Sub-group on India.
  10. 10. What Trait of Leadership in Greg posses (From Case-A) that showed the results in Case-B 02) What Makes a Leader? by Daniel Goleman 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
  11. 11. Our Thoughts on Case-A 03) The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie What probably Greg need to do? 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 Leadership the debate Trait to unlock required polarized, by Greg superficial James conflict. Demonstrate collaboration to solve problems.
  12. 12. 04) Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones Our Learning What did Greg probably do as a leader? 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
  13. 13. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg Understood Emotions of others? Evidence: Case-B Page-1, Para 3 Page-2, Para 1,2,3 Case-B Does not show Evidence of integrating HS Holding or TIC
  14. 14. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg create Awareness of Emotions? Evidence: Case-B Page-1, Para 2,3 Page-2, Para 1,2,3 Possible steps Greg James took as a Leader
  15. 15. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg help Regulate of Emotions? Evidence: Case-B Page-1, Para 2,3 Page-2, Para 1,2,3 Possible steps Greg James took as a Leader
  16. 16. Our Learning Questioning Leadership style adapted by Greg? CONSULTING STYLE (Ideal) LOW MOTIVATION HIGH COMPETENCE DIRECTIVE STYLE (Ideal) LOW COMPETENCE HIGH MOTIVATION DELEGATING STYLE (Ideal) HIGH MOTIVATION HIGH COMPETENCE SUPPORTIVE STYLE (Ideal) LOW COMPETENCE LOW MOTIVATION SITUATIONAL LEADERSHIP STYLES India France * US UAE (Debatabl e)
  17. 17. Thank You

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