Continental AG - Making a tough call (A)

Abstract

The international management program IMP was found to challenge individuals, working in a community. These challenges, projects of importance which require high amount of attention were designed for participants as first business experience. This cross-national working together is guided by a mentor. The program is designed to take about seven months in addition to the regular work.
This article deals with the key difficulties present in the International management program IMP 2000 project group consisting of three Continental AG workers, Meier, Winkel, and Caldwell. This case study consists of analyzing methods of the performance of the IMP team with management theories. Team leadership and development and how the theory of shared leadership explains the difficulties managed by the group. Tuckmans linear model, including the five stages of team development, forming, storming, norming, performing and adjourning will play an important role in explaining the teams failures in a more structuralized approach. Furthermore advisees addressed to Dammermann and the teams management group, attempting to settle the failure of the IMP project group. Focusing on improving communication, team building, and the utilization of a moving system to increase team and individual focus.

An Unclear direction emphasizes how important a clear team direction is according to the team structure. How group performance and norms fit with those of the leaders, the teams mentor is essential for a project like in this report. Low level results in divergences in how the work should be carried out would be preferable. This may then transform a reasonably productive amount of task related conflict into unproductive emotional conflict such as containing friction and frustration. And task conflict is never good. The task conflict occurred