HRM Organizational Issues at Fine Arts Inc.

HRM

Organizational Issues at Fine Arts Inc.

Fine Art Inc., are facing challenges, sales are falling and the firm needs to find a way to turnaround the decline. In order to achieve this, a team has been put together, with senior mangers from the different departments. It has been argued by many theorists that multifunctional have the potential to be highly beneficial with the different team members able to bring differing perspectives and inputs into the teams' performance, but that there is also the greatest potential for dissonance in multifunctional trams due to the differences (Weingart et al., 2010). However, in the case of Fine Arts, while all the team members may want the firm to succeed, the multi-functional team that has been put together does not appear to be achieving anything, there is conflict which is focused on Randy, who is highly intelligent and knowledgeable about the industry, but is either refusing to take part of activity sabotaging the team. Unfortunately, he also appears to be able to influence the views of others with his remarks and actions leaving them feeling inadequate.

In any team the team members will bring their own experiences and perceptions to the team, these will invariably reflect upon attitudes towards the team, the interaction with others on the team and the overall team performance. It would be easy to try and blame Randy for the failure of the team, he is certainly a disruptive influence, but he is only able to create this level of disruption because he is being allowed to behave in this manner. The Saudis previous experience has demonstrated him that he can behave in this manner; the behavior is being allowed by the team members, which is facilitated by the lack of cohesion, and the leadership, not only of the team, but of the firm. However, Randy's lack of positive participation in the team should be seen as one of the influences on the current team performance, but it is not a cause of the difficulties.

The first issue to be addressed is that of leadership, starting at the top, with Eric who has brought into manage the team and the turnaround and Jack the firms CEO. Eric is comparing his experience at Fine Arts which his experience in Manhattan, which indicates is bringing along perceptions regarding the way in which the team members should operate. In Manhattan Eric worked in a consultancy team, where individuals all the professionals had the relevant skills and knowledge to operate in that team, not only in terms of their own areas of expertise, but also is working as part of a team in order to resolve problems. At Fine Arts, this is a new team, where individuals are used to working in their own departments, not in a cross functional team. Each team members appear to be out of their comfort zone, and team leadership is not providing any guidance on how they should performs individuals within the team. Instead, Eric is assuming that they all know how to function as part of a team.