According to the case presented by Donnellon and Margolis (2009), MediSys was a small company that manufactured medical monitoring systems for hospitals. It was founded in 2002, and up until 2008, had been successful. However, the board of directors began to notice an early pattern of slow growth, while two other competitors were moving into the same major markets, launching products that were to compete with IntenseCare, their most recent product. This case takes place six months before the launch of IntenseCare, which was their most financially ambitious project. Art Beaumont was named president in 2008, as he was thought to have the strategic focus and assertiveness the company needed to continue prospering. His goal was to “develop
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First, research and development began proposing new ideas. Second, marketing began developing descriptions for customer needs. Next, the software and design team developed specifications for the product, and afterwards, the regulatory group tested prototypes and conducted trials. Finally, the production group assembled all parts. In the beginning development process of IntensCare, Aaron Gerson, a scientist, had an idea that was pitched to Peter Fisher, who worked in sales. There was interest, so it followed on to software design. The product development group had organized themselves, with Aaron Gerson being informally named the leader, as he proposed the idea. Each person in their department had a part, and while the group was informally developed, the team for this project worked functionally. To pull in from Vroom’s reading and his adaptation of Tannenbaum and Schmidt’s taxonomy, this team of individuals worked around a level 7- Aaron Gerson lead meetings about the project. This team had quite a bit of freedom in contribution to the project, along with decision making when talked over with other team members. The only downside to this historical structure which caused Beaumont as the new president to initiate change was that development was slow due to their other work priorities in their respective departments. Soon after, this informal team …show more content…
Because of this time of high pressure externally and the internal urgency faced by the company, it is no surprise this company has had trouble getting this product fully developed and on the market in enough time. If interpersonal skills aren’t fixed, this project will have to be abandoned and the company will have to take a 20.5-million-dollar loss, along with the loss of many employees. Bret O’Brien, the engineering manager, angrily proposed that he, Fogel, and Merz needed to talk and sort out their miscommunication. He was correct; however, this should have been mediated by the president, and each team member’s manager should have been present. After this dispute was settled, it would have been wise to try and have the president, Beaumont, to have a meeting to facilitate the core team by: using icebreakers, reinforcing the mission and vision of the country, and reinforcing the need for the IntenseCare
First, research and development began proposing new ideas. Second, marketing began developing descriptions for customer needs. Next, the software and design team developed specifications for the product, and afterwards, the regulatory group tested prototypes and conducted trials. Finally, the production group assembled all parts. In the beginning development process of IntensCare, Aaron Gerson, a scientist, had an idea that was pitched to Peter Fisher, who worked in sales. There was interest, so it followed on to software design. The product development group had organized themselves, with Aaron Gerson being informally named the leader, as he proposed the idea. Each person in their department had a part, and while the group was informally developed, the team for this project worked functionally. To pull in from Vroom’s reading and his adaptation of Tannenbaum and Schmidt’s taxonomy, this team of individuals worked around a level 7- Aaron Gerson lead meetings about the project. This team had quite a bit of freedom in contribution to the project, along with decision making when talked over with other team members. The only downside to this historical structure which caused Beaumont as the new president to initiate change was that development was slow due to their other work priorities in their respective departments. Soon after, this informal team …show more content…
Because of this time of high pressure externally and the internal urgency faced by the company, it is no surprise this company has had trouble getting this product fully developed and on the market in enough time. If interpersonal skills aren’t fixed, this project will have to be abandoned and the company will have to take a 20.5-million-dollar loss, along with the loss of many employees. Bret O’Brien, the engineering manager, angrily proposed that he, Fogel, and Merz needed to talk and sort out their miscommunication. He was correct; however, this should have been mediated by the president, and each team member’s manager should have been present. After this dispute was settled, it would have been wise to try and have the president, Beaumont, to have a meeting to facilitate the core team by: using icebreakers, reinforcing the mission and vision of the country, and reinforcing the need for the IntenseCare