Sigma Manufacturing

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For any organization, effective coordination of the leading team is acritical ingredient of its success. Effective team management goesbeyond just making leadership decisions and giving directives tothose under one’s leadership (Scholtes &amp Streibel, 2003). Inthis case, the CIO who chairs the board made of eight high-rankingleaders of the company is seen to lack key leadership skills that arenecessary for him to lead effectively and coordinate the members ofhis board. This weakness has brought a myriad of adverse effects onthe company’s operations. To remedy this problem, the company hasdecided to hand over the CIO’s duties to the COO. Analyzing why theCIO failed and making recommendations on how the COO can avoid thesemistakes will enable him to manage successfully the team and improveits performance.

During his tenure, the CIO made several leadership mistakes andmiscalculations that are seen to have negatively impacted thecompany. For instance, he is not able to manage the diverse interestsand personalities of the board members. The CIO has to consider eachboard member’s diverse personalities and interests so that allboard members feel they are part and parcel of the managementprocess. Since the CIO was not doing this, some board members mayhave felt left out, creating mistrust and reducing their productivityin the management of the company.

Secondly,the CIO was not setting proper standards for those under hisleadership to follow. For instance, arriving late for meetings is nota good attribute for any leader. When the leader is late for meetingshe is supposed to run, the attendees feel like is abusing hisprivileges. If the trend continues, they may also come late or failto attend the meeting (Lencioni, 2007) On the other hand, the majorreason the team failed was letting the CIO make important decisionsalone when they failed to agree on important issues like the budget.For instance, in the last cycle, the CIO made a leadership decisionon what to fund since the team did not agree. This decisionnegatively affected the IT systems used by the COO and CFO.

Basedon the reasons why the CIO and the team failed, the COO can takeseveral counteractive measures to remedy the challenges ailing theteam and its performance. First, the COO should start by setting agood example that his team can emulate. He should display strongleadership as the authoritative figure, establishing standards forthe members of the board to follow. For instance, he should not belate for meeting like the CIO used to do at times. When he isconstantly on time with his meetings and deadlines, he will setproper standards that the team can copy and implement for the greatergood of the business.

Secondly,the COO should work to rebuild the trust that the CIO had broken.Without trust between him and his team members, things are bound tobe difficult for him and the company as a whole (Wheelan, 2010). Evenwhen making decisions proves difficult, the COO should not go aheadand make the decisions himself like his predecessor would do. Makingdecisions without involving the board is not a good act since theboard members may feel like their services are not needed. When thishappens, future deliberations and negotiations may prove difficult,and the COO should try to avoid such a scenario by all means. The COOshould also unite the CIO with the rest of the board to improvecooperation between the board members.

Lastly,the COO should familiarize himself with the operations of thecompany, especially the manufacturing process of the business.Understanding how the business operates is important when it comes tobudgeting and setting priorities. This intervention will preventsituations where funds are diverted to less important activities likeprojects at the expense of important projects such as IT. Channelingfunds to the illicit activity can prove costly to the business as wasthe case during the last cycle of the CIO’s tenure. Implementationof these recommendations will enable the COO to rectify the errorsmade the CIO and create a well-managed team for the success of SigmaManufacturing as a whole.


Lencioni, P. (2007). The five dysfunctions of a team:Facilitator`s guide: the official guide to conducting the FiveDysfunctions workshop. San Francisco: Pfeiffer.

Scholtes, P., Joiner, B., &amp Streibel, B. (2003).The TeamHandbook (3rded.). Madison, WI: Oriel STAT A MATRIX.* ISBN:1-884731-26-0

Wheelan, S. A. (2010). Creating effective teams: A guide formembers and leaders. Los Angeles: SAGE.

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