Issues with Working in the Organisation
Change takes place with the change in time. The needs and requirements of the customers and the need to fulfill the requirement lead to various changes in the organisations. Johanna Cransten lead her organisation in a well organised manner but due to growth in the size of organisation there is need of separate managers for various fields of operations. She divided the work in three parts and appointed respective managers.
Administrative manager was responsible for the proper working of the basic functions in the organisation and maintaining a good professional environment. Customer service manager was responsible for getting new business. Workflow schedule manger was responsible for the operational activities such as preparation of financial statements of the various organisations, vouching, and tallying the works. Most important is quick reply and completion of the work. Further there are teams which are responsible for the accounts, IT services and financial advice. But there are certain issues with the working in the organisation. Administrative manager is rigid in nature and focused on sticking to the policies. Some decisions of Robert are creating problems in the working of the other managers this demotivate the others and reason for conflict among them.
Robert (Administration manager) is vigorously dedicated towards the work and planned to implement strict policies of working. The policies were fixing the number of working hours and physical presence of the employees in the organisation, planning for the possible targets, proper working to satisfy the various customers, and then prepare a detailed plan for the promotion of the various services by the company.
Anita (Customer service manager) is having the work of exploring new markets and brings more business for the organisation. It is completely core marketing and sales which requires ample of time spending in the market secondly she have to meet 5 new clients per week. Tim (Workflow manager) has tasks to maintain quality servicing within the stipulated time. Lindy (team leader customer service) is having tasks to collect relevant information useful for the company. It is requires to create and maintain liaison with the managers of various companies to acquire information.
There are several reasons for the conflict among the managers. The administration manager implemented some rules and regulations which are becoming constraints in the working of the others. Customer service manager have to spend majority of time in market to meet more and more prospective clients (De Wit, et. al., 2012). The time constraint of spending more hours at the premises of Cransten business services is a barrier to her working areas. It is just a sheer waste of time for her sitting in the office. The work flow manager should have some powers but reporting of minute issues creates problems for him. He is not able to focus on quality of the work in rectifying and organizing small reports. The team leader customer service was also worried on the same reporting problems again and again (Walker, et. al., 2010). Due to this both Tim and Lindy’s work is influenced and there are several quality issues faced by the company which may become problem for the growth of the organisation.
Implementing Change in the Organisation through McKinsey 7 S Model
The managers are facing change in the organisation, it is natural behavior of humans to oppose change but as the time passes on they slowly accepts these changes. Change is a long process implemented over a longer period of time. The administration manager is implementing bureaucracy theory which focuses too much on emphasis of rules and regulations. This causes delay in decision making due to long process and paper work. The company should implement Mckinsey 7 S Model to implement change. It integrates practical and emotional components of change. Analyze the problems among the managers and give solution for the same (Van der Voet, 2014). It is happened as the managers were earlier working on their own wishes there were less restrictions on their working. But after appointment of the administration manager rest of the managers face some restrictions and regular follow ups (Singh, 2013). The only problem with the administration manager is the time limiting the hours of customer service manager and team leader customer service which are becoming constraint in their basic workflow.
In the case study, it is identified that there are different issues in the organization due to changed operational policies by Johanna. For the solution of these generating issues the management has a need to implement an effective action plan in the organization to manage human resources. In this regard, the suitable action plan through different processes is described as below:
1. Role model development:The senior managers are suggested to develop a culture of development as a role model for employee development. In this regard, the management should include proper training programs for the employees and try to motivate them in changing business environment (Trinka, 2017).
2. Clear communication of the expectations:The management of the organization should use a clear communication among the employees about its expectation from the changing policies. Through this process they will be able to generate enthusiasm and promote an environment of open support and exchange among the employees (Cunnings and Worley, 2014). Therefore, the communication is an important element that may be used in the action plan to implement the changes and manage people in the organization.
3. Make sure that changes are providing learning:In an organization, the changes are made to seek growth and learning through day-to-day operations. The management of the organization should incorporate learning as an important part of the responsibilities to find out the solution of generating challenges among the employees.
Effective Action Plan for Managing Human Resources
The previous intervention from the literature will be successive for the organization in different ways. It will encourage development in the leaders to get the desired outcomes through personal development attention. Johanna will be able to apply new skills and knowledge on regular basis for the new policies that will relate back to the organizational strategy or vision. In addition, the intervention related interpersonally and committed for development of employees as well as clients. If, the people see that the organization is committed for them than they will commit for the organization.
In the case study, it is observed that the work of the existing clients is not completed timely due to changing policies, which has impacted to team behavior and become the cause of conflict between administration manager and customer services. In this regard, the management should implement conflict management element to manage the situation. Through proper conflict management they will be able to provide the real value of the money paid by the clients timely.
This action plan will be knowledgeable about the employee’s performance, which will build significant respect and trust for thee managers. The leaders will give proper feedback to their superiors and try to manage the generating issues in proper way. Furthermore, the intervention will create employee engagement in the organization that will be helpful in getting the solution of generating issues among different departments of the organization. By implementing the proposed action plan, the management will be able to know the causes of problem and solution of the problem in effective way, which will lead to better customer services. In addition, the action plan will be able in recognizing, emphasizing and leveraging the strengths rather than the contrary approaches of focusing on weaknesses. It will create a positive power by appreciating that what is working, which will produce a better engagement and energy in the changing business environment.
Reference
De Wit, F. R., Greer, L. L., and Jehn, K. A. (2012) The paradox of intragroup conflict: a meta-analysis. Journal of applied Psychology, 92(2), pp. 360-390.
Kotler, P. (2011) Reinventing marketing to manage the environmental imperative. Journal of Marketing, 75(4), pp. 132-135.
Linke, A., and Zerfass, A. (2011) Internal communication and innovation culture: developing a change framework. Journal of Communication Management, 15(4), pp. 332-348.
Singh, A. (2013) A study of role of McKinsey’s 7S framework in achieving organizational excellence. Organization Development Journal, 31(3), pp. 39.
Thoonen, E. E., Sleegers, P. J., Oort, F. J., Peetsma, T. T., and Geijsel, F. P. (2011) How to improve teaching practices: The role of teacher motivation, organizational factors, and leadership practices. Educational Administration Quarterly, 47(3), pp. 496-536.
Van der Voet, J. (2014) The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), pp. 373-382.
Walker, R. M., Damanpour, F., and Devece, C. A. (2010) Management innovation and organizational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory, pp.367-386.
Watson, T. J. (2011) Ethnography, reality, and truth: the vital need for studies of ‘how things work’in organizations and management. Journal of Management studies, 48(1), pp. 202-217.
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