Devereaux Dering Case Study Summary Week Three Case: Devereaux-Dering Group, Chapter 10, starts on Page 320 (bottom of page) Directions: Write a summary o

Devereaux Dering Case Study Summary Week Three Case: Devereaux-Dering Group, Chapter 10, starts on Page 320 (bottom of page)
Directions:

Write a summary of the case, and then answer all of the questions at the end of the case.
Always use 7th Edition APA references and in-text citations (Wikipedia is not a reliable source, and cannot be used in this class)
The assignment must be written in 7th Edition APA format with header page numbers, Title page, no more than 12 pt font, double spaced and indented paragraphs, 7th Edition APA citations inside and at the end of every paragraph to support what is shared throughout, and a complete 7th Edition APA reference page.
The summary portion should be one page.
Please read the case about three times before attempting to answer any question and you will find you get a better understanding of what is being asked of you.
Please be sure to back up your answers with facts from the textbook, and put together complete and well thought out responses. I am looking for original input so, please integrate your thoughts and ideas in each case assignment.
Also make sure that you support and reinforce your answers and replies with factual information from the textbook, research, work/life experiences, etc.

Also, answer the questions completely. Quality counts, so be brief, but thorough and to the point.
Here is an example of EXACTLY how to set up your assignment in APA format: (Be sure to utilize this template in order to avoid losing points on APA formatting):
Leadership Assignment Example wk 1 & 3.docx Leadership Assignment Example wk 1 & 3.docx – Alternative Formats present
anagers
a mass
erior of
strategy.
ficult,”
we’re
cation
f A.,”
t least
and acquire major accounts. Lansing hand-selected four high achievers for his team
that represented each area of the business: Brad Fitzgerald, creative director; Trish
Roderick, account services; Adrienne Walsh, production manager; and Tyler Green, brand
“That was a shocker!” said Roderick as she scooted across the backseat of the cab to
make room for her teammates. “The client didn’t seem too impressed with our presentation
until Fitzgerald presented the last set of slides describing the global campaign. They loved it. I
ket,” she said excitedly.
think he single-handedly clinched the deal when he presented the tag line for the Asian mar-
deeply and losing his earlier exuberance, Green said, “We couldn’t have bagged the deal with-
part of the global campaign. I know he was working on that tag line late last night, but there
out him, and I know we’ll all get credit. But none of us knew he planned to present that last
was plenty of time this morning to get team input on it. I hate surprises in front of a client. I
ith no
“He’s a real whiz, alright,” muttered Green. “The eighth wonder of the world.” Sighing
lways
pesn’t
3 gets
n the
Efer a
a
oun-
going to participate?”
cior?
nese
5. Is
felt like a fool, even if we did win the business.
“He’s a regular white knight,” chuckled Walsh, “riding in at the last minute to save the
day. I suppose we should appreciate him, but he’s just so irritating
. He snapped at me last
week for not telling him about a client who was upset about delays in their ad campaign. I
reminded him that I had told him about it in our status meeting, but he wasn’t listening at the
time. He was glued to his precious BlackBerry, as usual. Why have team meetings if he isn’t
Roderick was surprised by her teammates’ reaction to Fitzgerald. She thought they had
been working well together. She was quickly discovering, however, an undercurrent of resent-
ment. This was the first time that she had been exposed to the conflict that was simmering
below the surface. No doubt, Fitzgerald did have a strong ego and aggressive personality. A
previously successful entrepreneur, Fitzgerald had a track record of success and was very am-
bitious. However, she did notice that he didn’t show respect for differing opinions or invite
collaboration on ideas. She wondered if he was placing his own success above the team’s. But
why complain if the team was sharing the credit and earning fat bonuses along with him? She
was content to go with the status quo. “You know,” she said, “we’re darn lucky to be on his
team.
She stared out the cab window at the passing traffic and listened to her two teammates
continue to grouse. “I should have known something was up when I walked past his office
last night and saw him working with the new copywriter. They must have been hashing out
the new tag line,” smirked Green. “We are a team, aren’t we? The system is bigger than the
individual, remember? He doesn’t seem too concerned about the welfare of the team-only
get
est-
hat
we
na
his own.
m
will
“Well, let’s all have a heart-to-heart with Mr. McWhiz,” said Walsh sarcastically.
“I’m sure he’ll see things our way. We’ll give him a brief overview of Teamwork 101. That
go over great!” As the cab pulled to the curb, they tossed the driver a $20 bill and
headed to their offices on the 40th floor. They would all stop to see the team leader, Kurt
Lansing, first.
In the meantime, Lansing smiled broadly when he received Fitzgerald’s text message that
they had won the BMW account. Sinking back in his chair, he marveled at the cohesiveness
success of his team. All that time building a shared vision and building trust was starting
to pay off.
1.
and
S
t
QUESTIONS
1. What factors do you think are affecting this team’s cohesiveness? Explain.
2. If you were the team leader, what could you do to bring Fitzgerald into the team more
and foster better relationships among the team members?
3. As a team member, what would you do? Should the three members of the team con-
front Fitzgerald with their concerns? Should they inform Kurt Lansing? Explain your
answers.
you and I might do
should do, Casey?”
QUESTIONS
1. What styles for handling conflict appear among the board members? Explain. .
2. What options do Ben and Casey have for helping resolve the conflict between Johnna
3. What suggestions would you make to help board members arrive at a good team
decision?
and Robert? What conflict styles might they adopt for this meeting?
Devereaux-Dering Group
Dashing to catch a cab at the corner of Sixth and Vine, the account team was exhilarated.
After a quick exchange of high fives, three of the four jumped into the backseat of a cab to
return to the Manhattan offices of Devereaux-Dering, a global advertising agency with offices
in New York, Hong Kong, and Paris. The team couldn’t wait to tell their team leader, Kurt
Lansing, that they had won the BMW account that morning. The fourth team member, Brad
Fitzgerald, stood apart from the animated group, studying his BlackBerry and then hailing a
cab for an afternoon flight out of LaGuardia.
After a two-year slump in sales, Devereaux-Dering needed a big score like the BMW
account. To drive new business and land high-profile accounts like this one, the company
had hired Kurt Lansing, an MBA from Wharton, with prominent status in the advertising
industry. His job was to lead a new business team to study the market, develop strategies,

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