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Internal Competition A Curse for Team Performance Case Solution

Solution Id Length Case Author Case Publisher
2615 1741 Words (7 Pages) V Padhmanabhan Ivey Publishing : 9B12C019
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The business, which has an Indian component, has great power in monetary counselling and monetary caution to consumers across the world. A project management application was also provided to clients by the company. It provided both on- and off-site services, depending on the needs of the client. As a result, the FIS consultant was able to assist the administration in terms of monetary planning and counselling. The company also helped to develop and create ERP-related materials to assist clients and materialize ERP predictions for businesses. There were between two and 25 divisions of consulting in the administration industry, depending on the project's requirements and the cut-off date. Senior designers and junior engineers are often part of a customer-facing project team, which typically includes a project manager. In this case, the problem or issue is the legitimacy of the examination framework, which led to a lack of cooperation among colleagues and a dissatisfied customer.

Following questions are answered in this case study solution:

  1. What are the dysfunctional characteristic of the FIS project team? 

  2. Is a poor group development process a consequence of dysfunctional characteristics?

  3. Analyze the issues of leadership in this case.

  4. Is poor cohesiveness related to the team performance failure?

  5. What are the measures that a team leader should consider in the team management process?

Case Study Questions Answers

1. What is the dysfunctional characteristic of the FIS project team? 

The following were the team's dysfunctional features, because of which the team failed to accomplish its original goal: Promotions, raises in salary, and possibilities for the future all hinged on the project manager's evaluation and comments. There were three stages of evaluation: a disappointment in comparison to expectations. Achieved and/or exceeded goals in a variety of ways. Everyone wanted to go above and beyond what was expected of them to advance in the firm, which led to tensions and disagreements among the members of the team. FIS Consulting's assessment method is the primary cause of this intra-group competitiveness or internal rivalry since this approach only focuses on the individual team performance of each member, not the overall team performance. When working on a collective project, it's more important to focus on the product and the happiness of the client than it is to emphasize individual accomplishments. Rather than finishing the project as a team, the crew developed a one-sided concentration on getting a high-performance assessment grade. 

When it comes to achieving individual goals, some team members place more importance on accomplishing their objectives than they do on accomplishing their team's objectives. Another problem is that just three categories are used in the assessment process. To be promoted and get paid more, everyone on the team strives to perform at the maximum level possible. This means that each team member seeks to reduce the performance of the other team members to emphasize his or her own. When Sara needs information from Sid, the senior member of the team, he puts her off, saying that it took him a long time to find this document and Sara should spend the same time searching for it, or else he shares the information with one of his other group mates, because he doesn't want Sara to have an advantage over his other colleagues.

2. Is a poor group development process a consequence of dysfunctional characteristics?

Several factors contributed to dysfunctional disputes in the group development process, including differing values, various process objectives, and inter-personal differences among the team members. Team members go through a variety of phases before they can perform at their peak level. The FIS squad endured a shoddy process of team building. For a team to succeed, there are five phases. This is a crucial step in the formation process since it allows members to get to know one another, establish ground rules, gauge one another's personalities, and allocate tasks based on status, impressions, and personal presentation. Sub-groups and clichés are developed during this storming stage in which there are disagreements over objectives, values, priorities, tension, resistance to control, and leadership is challenged. It's at this stage that the team starts to gel, and everyone starts to understand their individual and collective roles and responsibilities. Stage in which the team accepts and trusts each other receives constructive input, collaborates, and progress toward their objectives.

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