[Leadership] Group 6- Case Study

7/22/2019 [Leadership] Group 6- Case Study

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Case study

Frederick W. SmithFedEx

1. Nguyen Dai Cuong

2. Le Thi Phuong Thao

3. Dang Thi Lien4. Nguyen Thi Thuy

5. Nguyen Thi Van

6. Mai Chan Hoang

7. Vu Thi Loan


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Outline1.Case summary

2.Answering main questions

3.Discussion


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1. Case summaryFrederick W. SmithFedEx

Foundation: 1971

Headquarter: Memphis, Tennessee, United States

Chairman, President, and CEO: Frederick W.Smith

38 years along being the market leader in a delivery industry

Operation sphere: 220 countries and territories; 672 aircrafts and

80,000 vehicles; 290,000team members to create over7.5 million

shipments per day.

FedEx has expanded, achieved a lot of importantoutcomes: Malcolm Baldrige National QualityAward (1990), ranked onFortunemagazines

industry lists.


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Restructuring by emphasizing the team approach to getting work done.

+ purpose: remainingdominant overnight delivery service,givingemployees

the flexibility and freedom environment, improvingproductivity and customersatisfaction.

+ Implementation:

Formed the Quality Action Team

Organizing super teamwith self-managing

Setting standards and reinforces their teams.

Golden packageidea: every package FedEx is critical and

must be delivery on time Encouraging innovative thinking by creating a job-secure

environment

Shifting from traditional leader-centeredto team-centered

leadershipapproach (leadership by doing, not by telling).


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FedEx has built the most seamless global air and ground

network in its industry, connecting more than 90% of the

worlds economic activity.

FedEx has become more open, flexible, team-based,

remaining lead positionin overnight package service.

Results


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2. Answering questions

Question 1What were the main issues

that FedEx faced?


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Companysgrowth

coordinate

the

activity

maintain

efficiency

manage

employees

meet

customersexpectation

s


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Solutions


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1. Strategic Business Units

Splitting the company in eight business units


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Strategic Business Units

Easily to control the efficiency

More flexible

Respond much better to the customerexpectations

A better managing of the employees.


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2. A team approach

a hierarchical structure v mi tn sang 2.

a team approach


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A team approach

Transferred the leadership roles

Teams are task oriented

golden package concept


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an increase in team accountability and

responsibility.

more productive


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Superteams

self managed

more innovative

speed and quality


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Organizing the company in business units improved both the quality of the

servicesprovided by FedEx but also the efficiency and profitability. Going

further organizing self managed teams allowed FedEx to boost its services

quality, efficiencyandprofitabilitytrough abetter usage of the employees

skills and creativity and by having themmotivatedby this organizational

model.


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Question 2

what is the effect of organizing people in

self-managed teams?

what is to be done in order to maintain

their level of engagement?


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the most important characteristic is the fact that

SMT have a higher decision making authority

team members are highly motivated because they

have a sense of belonging and ownership in ones

workand they feel accountable for the result of their

decision


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Another characteristic of SMT is that team members roles are interchangeable

The employees are much more motivated because through this role changesthey have the opportunity to do new tasks and avoid to be bored

In a SMT work effort is cohesivecompared with a normal team were it is

individual

All the team members are focused on thefinal team objective

This powerful motivational factor keeps the team members engaged

Quality Action Team, the super teams increase efficacy but also to keep all

employees involved and motivated


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Actions:

First action was to create a job-secure environment

Another method used to keep FedEx members highly engaged is

reward and recognitionoffered through the Circle of Excellence

award offered to the best FedEx station.


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Question 3

Describe the role FedEx managers play in facilitating

team effectiveness


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Self Managed Teams (SMT)

leadership is inside the team, not outside

the manager role is shifting from management to a facilitator role.

Manager role as a facilitor:

stimulate team members to take assume responsibilities and to take

charge for problem solving processes.

empower the teams by giving them the power to make changes

needed to improve productivity & customer satisfaction.

power transfer from managers to teams came with a responsibilities


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Result: improving team effectiveness

accountable for the results

motivation is improved due to this power and responsibilities transfer.

FedEx managers involved in the goal setting process:

set clear and attainable goals

using team members input and ideas (team membersssolutionto reach

the goal)

act on the best employees suggestions.

setting goals and finding solutions is mostly a team task.

coach and give feedback: focused on team activity rather than on

individual like in normal teams.


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3. Discussion


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Documents

[Leadership] Group 6- Case Study