The Fall of Quest

Group 2:
Tina DCosta 09 Shweta chavan - 06 Rashi Kumar 28 Viveka Naik 22 Roshni Shaikh 32 Athira Anil - 16

Summary

1997 was a banner year for Quest Computer Corporation. Clarke is a hard-driving, no-nonsense leader and new CEO of the company in 1992 Vision was to create a $30 billion enterprise by the year 2000. Samuel Anderson, vice president of human resources joins Quest Computer Corporation in 1995. Anderson immediately started using his relationship with Clarke to influence business decisions. Busy with the task of running one of the world's leading PC manufacturing organizations, Clarke began relying heavily on three senior executives

Contd

The rest of the team felt increasingly alienated. Top ten executives left the company and following them were several essential managers and supervisors. Clarke empowered Anderson to do things way beyond his role in human resources. Clarke's reliance on Anderson baffled, and angered, other executives. Quest's senior executive team became disjointed and increasingly detached from the rest of the company. Two of Anderson's initiatives drove home the point of an executive team that was out of touch with its workers.

Contd

The performance of the company started to degrade. Quest attempted to construct its own build-toorder strategy by purchasing a rival company. Huge oversupplies of inventory adversely affected Quest. Quest's stock lost almost half its value, and the company's first-quarter earnings fell far short of analysts' estimates. The new CEO, Paula White, now has the massive job of turning a lot of infighting rank and file into a cohesive organization.

What are competencies?

A person is qualified to perform a task or job. This in turn means that it will be performed to the best interest of the organization. That is, the person will help the organization to excel by his or her performance. It does not necessarily mean it will be performed to set standards as the standards might have been arbitrarily built by someone with less knowledge of what the job requires.

Types of Competencies
Core Competencies
Knowing and Managing Yourself Communicating in a credible and effective way Producing Results Moving forward in a changing environment Fostering integration and Teamwork Respecting and Promoting Individual and Cultural Differences Setting an example

Managerial Competencies
Creating an empowering and motivating environment Ensuring the effective use resources Building and Promoting partnerships across the organization and beyond Driving to a successful future Promoting Innovation and Organizational Learning Promoting and Position in market.

Leadership Competencies

Competencies

How can implementing a competency based performance model help Quest?

Identify the leaders Building a model

Suitable for the employee

Other to follow the model Identify the weak area Development or training programme to match up with the Competency model. And overcome from the downfall.

What are the three key leadership competencies that you believe are most important for Quest's leaders to have in order to ensure its survival?

Decision making
Realize when and why to make a decision Understand the situation and able to make hard decision too. Declare the decision: decide what the decision is, how youll work it, and who should be involved. Work the decision: generate a complete set of alternatives, gather the information you need to understand the possibilities and probabilities, and ultimately make a choice that best fits your values.

Building visions and trust

Inspire other to work. Motive them to understand the value of each other. Make others to follow the vision. Built the trust.

Developing conflict resolutions

Able to solve the conflict Able to give right judgement