Terry’s leadership team tends to follow the transformational leadership style. It is one of the effective leadership styles. Here the leaders are usually energetic, diligent, and passionate about their work (Alqatawenh, 2018). They are not only committed to working for organizational success but at the same time, they encourage the team members to use their potential to achieve individual success. The three leaders in Terry's team, Terry, George, and Vincent are very much diligent about their work culture and they always try to encourage the team members for more productivity and promptness in their work.
The merged management tends to follow the top-down leadership style. It can be defined as an authoritarian leadership style (Al Khajeh, 2018). In this type of leadership style, the leaders of the teams are very much clear about their expectations, and the commands of tasks usually tend to flow on the higher authority to the subordinate. This leadership style of merged organization is appropriate as there are too many knowledgeable people are already present and they need to take a strategic decision for business expansion within a limited period.
Cohesiveness is a primary conceptual framework that can be developed through years of experience, interpersonal connection, and group-level attraction. Therefore, as a result, the team members can feel that they are an integrated part of the organization. This type of cohesive team has effective communication and a higher rate of team member satisfaction and this type of team helps in resource allocation with more promptness (Hidayat, Putra & Patras, 2018). Terry, George, and Vincent Van, the leaders of the leadership team have created a cohesive atmosphere in the team activity. Each of the members in the different departments worked mutually and the team members make collaborated in the process of taking strategic decisions.
Here the FQM and GHT, both the organization merged into one single organization thus they have faced certain conflicts due to the changed management process. After the merger, most of the departmental leaders got replaced and the FQM employees get higher designations and most of the important jobs tend to be assigned to the FQM employees. This can be the source of organizational conflict management. After the merger, the FQM employees tend to have the first crack at the new machinery that can a credential source of conflict between the employees of both organizations in terms of individual experience.
The team members of the leadership team of Terry tend to follow the collaborating style. It is the combination of assertive and cooperative efforts wherein collaborating efforts tend to work with others to find out the best suitable solution that satisfies the demand of everyone's concern (Maiti & Choi, 2021). This style of conflict management helps to minimize the negative feelings among the employees. Here in the case of Terry's team, the interaction between every employee is highly effective. Thus, they loved to work in the team and feel integrated with an organizational strategic decision.
The organization, GHT, has bought the Fast and Quick Manufacturing (FQM) and this merger has created several challenges for the existing teams and workers of GHT. Previously George Evans was the manager of the manufacturing plant and after the merger, Tom has become the overall manufacturing unit manager Vincent Van got replaced with Rob and he took the charge of the quality control unit of the merged organization. The existing old workers of GHT are not satisfied with the new working style of FQM management. And they are facing challenges in the team construction. Different responsibility has been given to employees who have no expertise in that. The workers have lost their familiar style of working and they are annoyed with the top-down working style and decision-making process.
There could be five suggestive strategies Terry can apply for his team to overcome the challenges.
- Terry can provide subsidies for organizing events for employees. It would help both the old and new employees to know each other better. Employee engagement will be enhanced.
- The important responsibilities need to divide equally between the GHT and FQM teams. So, that management can avoid the unnecessary biases in job allocation between the employees.
- There should be extrinsic motivational factors such as allowing for a fair amount of bonus.
- Manufacturing plant issues, working scheduling needs to be revised to fix the internal problem.
- The management needs to focus on the employee's wellbeing so that they do not feel exacerbated at the time of hiring new employees.
Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10. https://doi.org/10.5171/2018.687849
Alqatawenh, A.S., 2018. Transformational leadership style and its relationship with change management. Verslas: teorija ir praktika, 19(1), pp.17-24. https://www.ceeol.com/search/article-detail?id=772622
Hidayat, R., Putra, K. S., & Patras, Y. E. (2018). Improving Team Cohesiveness Based on Perspective of Self-efficacy and Leadership Behaviour. Proceeding (Aes 2017), 308-312. https://repository.unpak.ac.id/tukangna/repo/file/files-20190106063404.pdf
Maiti, S., & Choi, J. H. (2021). Investigation and implementation of conflict management strategies to minimize conflicts in the construction industry. International journal of construction management, 21(4), 337-352. https://doi.org/10.1080/15623599.2018.1536964