Military Arsenal Systems: Preparing to Lead a Team (A)
(10 pages of text)
Case (Gen Exp)
In March 2010, a newly promoted engineering area manager at Military Arsenal Systems, a Vancouver-based defence contractor, has just become team leader for a key program at the firm. His biggest challenge is how to lead his team, given that he is dealing with a range of personalities and the fact that he was a peer before he became their leader. How can he prove himself to be an effective leader not only to his team but to senior management? Can he rally the team quickly enough to meet the stringent deadlines for supplying the sophisticated armoured vehicles contracted by the U.S. Army for its mission in Afghanistan? See supplement 9B14M058
The case can be used in an undergraduate or MBA level course on managing teams. Its objectives are:
- To introduce students to how executives manage effective teams.
- To explore how a newly promoted manager can get his team onside and resolve a series of issues within a very short timeframe.
Canada, Large, 2010
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