Command: Ice Cream Division

 Leadership: Your favorite ice cream Division Composition

Chattanooga Case Research

Executive Brief summary

This record focuses on the Chattanooga Your favorite ice cream Division example developed by Carl Sloane. Command opportunities and action are defined depending on the personas in the case analyze. Dysfunction is definitely evaluated the two from a team factor and from your leadership position. Specific expansion activities are identified to assist the individuals develop mental intelligence. Finally, recommendations will probably be made to slowly move the team forwards.


Chattanooga Ice Cream is a division of Chattanooga Meals Corporation which is a family-controlled business founded in 1936 (Sloane, 1997). The ice cream section is one of the largest regional maufacturers of ice cream in america. The company's major focus is usually mid-priced fundamental ice cream items. The ice cream division has been experiencing flat sales and a suffering profitability within the last four years (Sloane, 1997). Competitors had shown accomplishment in recent years with premium and super-premium brands with " mix-in” goodies flavors. The Chattanooga Foodstuff Corporation focused on leadership within an attempt to improve the ice cream division's overall performance. In 93, Charles Moore was promoted to head the division. Ice cream department also employed a new vice president of marketing to exchange a 35 year expert. Stephanie Krane was given to the division to upgrade the information systems and control function. In 1995, the initial manufacturing plant in Chattanooga was closed to control costs. The management improvements resulted in an interruption to the leading level supervision team. 3 of the several members with the management crew were new to their positions. Additionally , Charles' leadership design was different than his predecessor. The prior general manager had been together with the business for quite some time and had quite a few networks to assemble information. Selection important decisions alone and rarely felt the need to consult his managing team. The Dysfunction

The ice cream division sales ongoing to land, and the organization recently lost a significant customer to Sealtest. The announcement of this reduction resulted in open criticism coming from virtually all team members. In the past, the moment issues came about and blaming between departments occurred Moore would not react in hopes that the managers would quit complaining about each other. Moore believes in the value of group centered decisions and liked to create people jointly formally to talk about information, consult on decisions, and move consensus (Sloane, 1997). Moore would rank high in cooperation using the Thomas Kilmann Conflict Mode Device (TKI). The TKI (2007) states the fact that " overuse of collaboration and consensual decision making at times represents a desire to reduce risk – by diffusing responsibility for any decision or perhaps by postponing action. ” The examination goes on to suggest that a person with a high collaboration score may miss some cues that would show the presence of defensiveness, impatience, competitiveness, or inconsistant interests. Moore appears to as well favor the avoiding function when turmoil arises. Avoiders tend to hope that turmoil goes away by itself. Moore has been avoiding issue by not addressing the conflict in order to arose.

The DiSC Assessment is actually a tool to aid an individual appreciate themselves yet others. Based on the truth study simply by Sloane (1997) Moore appears to be an H, which stands for steadiness. The S style prefers to work on a methodical pace and to focus on their tasks with out interruption. That they seek a relaxed, orderly structure where effort and group effort will be valued (DiSC, 2008). Some people that have an S profile happen to be demotivated in competitive surroundings, do not just like being hurried into speedy decisions, or perhaps having to always be confrontational. These kinds of three traits of Steve Moore have resulted in a lack of leadership through conflict and the inability to produce a decision with no collaboration period.


References: Goleman, D. Leadership that gets results. Harvard Business Assessment. Marcy-April 2150, pg 78-90.

Kilmann, 3rd there’s r. Thomas-Kilmann Conflict Model.

Lencioni, S. (2002) The five dysfunctions of a crew. Jossey-Bass.

Sloane, C. (2003) The Chattanooga Goodies Division. Harvard Business School. October three or more, 2003.

Tocci, D. Tuckman's Stages of Team Expansion. JWI 510, Accessed May well 2013.

Welch, J. (2005) Winning. HarperBusiness.

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