Managing People And Organisation For Renew Beauty Clinic

Problem Identification and Analysis

Describe about the Managing People And Organisation for Renew Beauty Clinic.

The problem identified in the case study reflects on the dissent among employees at the Renew Beauty Clinic due to the strict regulations implemented by the new food services managers, Bruce Gillespie. The staff members, especially the kitchen staff, under the supervision of Bruce feel that the leadership has become autocratic (Armstrong & Taylor, 2014). The origin of the problem could be validated in context of the death of the previous manager, Brian Jackson, who was known for following a democratic leadership style and implementing a friendly atmosphere in the workplace. The lack of motivation among employees has caused in several detriments for the clinic, the foremost being the degradation of service and food quality.   

Evidence from the case study indicating the problem include the inclusion of assembly lines, limitations on timing of coffee and lunch breaks, separation of responsibilities and appointing the kitchen staff for certain tasks of cleaners. The new manager, Bruce, introduced starting and finishing times for the employees alongside new conditions for compensation on the basis of overtime work. The preference of Bruce for monthly planning of menus as well as selecting specific meals for particular days of the week are also prominent evidences of the factors which led to dissent among employees (Burke & Noumair, 2015). The shifting of responsibilities of cleaning staff to the kitchen staff also accounted for the problem identified in the case study of Renew Beauty clinic. The outcomes could also be perceived as the evidence for the happening incident in the case study. The increasing number of sick leaves, confusion among workers and limited conversation among employees could be considered as profound evidence of the lack of motivation among employees. The conflict between the newly appointed kitchen supervisor, Leslie McCardle, and one of the skilled kitchen staff, Ms. Tara O’Neill, is also an evidence of the friction between employee motivation and leadership style adopted by the new food services manager (Bush & Middlewood, 2013). 

The problem identified in the case study has consequential outcomes for the organization in the case study i.e. Renew Beauty Clinic. The formality among employees increased and could be observed in the compliance of employees to the starting and finishing times specified by Bruce. Employees became so formal that they left work at the specified finishing time, even when the work was not completed (Clegg, Kornberger & Pitsis, 2015). The communication among employees also reduced to minimum as a result of the strict work regimen implemented by Bruce. The impact of Bruce’s autocratic leadership style was also reflected in pressure on employees due to aggravation of tasks and thus employees were frequently subjected to illnesses. The assembly lines and monthly menus established by Bruce also created ambiguity of responsibilities which subsequently resulted in delays in preparation of food. Furthermore, the other staff members and patients started complaining about the taste of the food and degradation in standards of food served as compared to that was provided earlier (Coombs, 2014). In addition, to the existing impacts of the problem faced by the organization, the potential implications for resignations and imminent issues also serve as pitfalls for the organization due to the identified problem i.e. an inappropriate leadership style followed by the new manager, Bruce.

Impact of the problem on Renew Beauty Clinic

The primary cause of the problem can be observed in the military career of the new food services manager, Bruce. The perception of a friendly workplace atmosphere as inefficient and detrimental to productivity by the manager has led to the proliferation of several complications in the organization’s kitchen operations (Cusworth & Franks, 2013). The arrangement of assembly lines and monthly menus as well as assessment measures for increasing productivity implemented by Bruce can be considered as prolific measures for the organization’s management. However, Bruce has failed to offer a supportive framework to the employees for coping with newly established regulations and thus irregularities are bound to arise. Furthermore, the orders of Bruce to refrain from consuming any food in the kitchen disturbed employees as they were used to having lunch and coffee at a large table in the kitchen corner. Even though Bruce implemented the measure for preserving hygiene, employees perceive it as a dictatorial imposition (Hatch & Cunliffe, 2013).

The management theory which can be used for describing the problem identified in the case study is related to selection of an appropriate leadership style. Leadership styles have been promising elements of business management as they are considerable determinants of employee motivation and performance (Kirton & Greene, 2015). The strict regulations implemented by Bruce Gillespie can be validated by the use of autocratic leadership style in which the leader or the manager communicates objectives and tasks to employees without any consultation or consideration of employee preferences.

Research in the form of secondary information enabled the interpretation of causes for the problem identified in the case study. The secondary information comprised of literature related to business management and research activity executed by academics and scholars (Martin & Siebert, 2016). The research enabled recognition of the disparities between distinct leadership styles such as democratic, autocratic and participative leadership styles. Thus, the research allowed identification of the relevance of business management theory to the case study.

Appointment of a mentor in order to assist Bruce in changing his leadership style according to the preference of the situation.

Replacement of Bruce as the food service manager and appointing a new manager is also a potential remedy for the identified problem

Implementation of control over decision making authority of Bruce by the senior management.

Introducing weekly and monthly review meetings involving Bruce, kitchen staff and the director of the organization Mrs. Alison Drum in order to identify and resolve potential sources of friction consistently (Stark, 2015)

Statement of Major problem

Improvisation of physical infrastructure of the organization such as spacious dining table or an employee lounge with seating facilities as well as hiring competent support staff to coordinate the activities of staff in absence of the food service manager (Senge, 2014).

Appointing a mentor for the newly appointed manager, Bruce Gillespie, in order to inform him about the preferences for leadership in the organization as well as with respect to the employees is the first alternative (Stark, 2015).

Mentoring has been widely perceived as the most promising resource to induce experience in an individual. The clinic could prefer the selection of an experienced manager from another department of the organization in order to communicate the organization specific management paradigms to Bruce. Bruce should be informed that the operations of a clinic are different from that of the army and hence the imposition of strict regulations and adopting an autocratic leadership style could result in complicacies as evident in the case study (Stone, 2013). The mentor would help Bruce in changing his managerial style through integration of a participative approach as followed by Brian, the previous manager. The mentor could also describe the impact of participative leadership style in their departments in order to explain it significance in context of the present problem faced by Bruce and the organization (Thomson & Thomson, 2012).

Explaining the significance of participative leadership style to Bruce would assist him in recognizing the causes for inefficiency of employees in event of his newly implemented regulations. This would help Bruce in resolving the questions which arise with respect to the supervisory measures followed by him.

The participative leadership style has been successful in sustaining productivity of employees as observed in the case of Brian. Bruce could implement the participative leadership in order to ensure that employees cope with the new regulations amiably without any formidable restraints.

The illustration of participative leadership in other departments by the mentor could also help Bruce in considering the potential outcomes of participative leadership in his department i.e. kitchen (Watson, 2013). This would also enable him to identify the relevant skills of individual employees and thus the idea of assembly lines can be implemented effectively alongside increment of productivity as desired by Bruce.

The disadvantage can be illustrated as:

The military background of Bruce could be a potential barrier in case of appointing a mentor for him. The experience of 20 years in the military possessed by Bruce could cause apprehensions related to working under a mentor.

Management theory for explaining the problem

Adopting a comparatively new leadership style can be difficult for Bruce and the proficiency of Bruce in managing as per a new leadership style could be easily brought under question.

The participative leadership style accounts for collecting opinions from employees and it may not be possible for Bruce to incorporate the suggestions of individual employees in his managerial approach (Wolf, 2012).

Supporting research for the solution indicates that the solution of appointing a mentor for transitioning Bruce’s leadership style into participative has been supported in various research activities. Secondary research is the prominent resource for validating the solution as participative approach has been associated with efficient change management. The case study depicts a formidable example of organizational change in which the leader i.e. Bruce has to convince the employees and motivate them for accepting the change (World Health Organization, 2016). Discussion with employees as a part of participative leadership contributes to the transparent communication between employees and manager, thereby strengthening the authority of the manager and respect of employees for manager’s decisions.

Replacement of Bruce with a new food services manager could also be considered as a plausible option for the problem.

In event of the complications arising due to the leadership style of Bruce and the conflicts arising due to it, replacing Bruce with a new manager could be a promising solution. The management of the clinic must consider the recruitment of a new and experienced manager in kitchen supervision (Stark, 2015). The new manager should be selected on the basis of a revised job description. The job description is revised on the basis of comprehensive job analysis in order to recognize the tasks, responsibilities, objectives and behaviour of a food service manager

The recruitment of a new manager would ensure relief for employees as they are highly unsatisfied with Bruce’s behaviour. This could contribute to higher employee involvement and performance.

Selection of candidates for the job of food services manager on the basis of a revised job description would ensure recruitment of a candidate who is the ‘right fit’ for the job.

The newly appointed manager also has the opportunity to implement skills and experience in limiting the regulations implemented by Bruce, thereby inducing the workplace atmosphere as prevalent during the time of Brian Jackson as the food service manager (Martin & Siebert, 2016).

The disadvantages of the solution include:

The process of recruitment involves substantial investment in the advertisement, selection and training processes.

Supporting research

Expulsion of Bruce from the present job would also entail another investment in the form of a severance pay since Bruce’s contract would have to be terminated in advance of the stipulated period.

The position of food services manager would remain vacant till the recruitment of a new manager. Therefore, the kitchen department could be subject to severe irregularities in absence of a managerial authority. Furthermore, there is no specific validation related to the efficiency of the new manager.

Supporting research for the solution suggests that the functional aspects of an organization are realized with the help of human resources of an organization. The employees in the clinic are perceived as the human resources of Renew Beauty Clinic. Motivation is an imperative requirement for employee performance as identified in business management theories. Therefore, the organization could not risk the performance of employees for the strict regulations implemented by Bruce (Kirton & Greene, 2015). Furthermore, the loyalty of long term employees is also affected due to the actions of Bruce and hence his expulsion serves as an appropriate solution to the problem identified in the case study.

The recommended solution for the problem is to replace Bruce with a new manager. The solution will have a direct impact on the psyche of employees as they would be content with the decision of Bruce’s removal (Hatch & Cunliffe, 2013). The new manager would be selected according to predefined criteria of participative leadership style. Hence employees could be motivated since they would be able to express their opinions and thus the previous friendly atmosphere can be restored in the kitchen department.

The solution would facilitate higher level of motivation in employees since the new manager would consider fulfilment of minimal needs such as coffee and lunch breaks as well as communication among employees. Inhibition of strict rules could enable employees to complete their tasks on time as well as efficiently (Martin & Siebert, 2016). The improved morale of employees also contributes to the competence of manager who can introduce innovative and favourable strategies to improve customer service. The solution would enable restoration of previous standards of food quality, thereby enhancing customer satisfaction.

The example of Brian Jackson’s leadership style and its impact on the employees as well as the perception of Brian as a ‘friendly’ leader by employees can be considered as profound evidence for the solution’s feasibility in Renew Beauty Clinic. 

The management theory which could be used for explaining the solution is the implications of leadership styles in human resource management. It has been proved that participative leaders are more likely to adapt to a particular workplace environment and derive managerial efficiency without risking the integrity of the existing environment. 

Conclusion:

Research for supporting the solution could be observed in business management literature. Recruitment of new manager with a participative approach for leadership accounts for flexible adaptability of employees to change (Hatch & Cunliffe, 2013). In this case, the newly appointed manager could resolve issues due to lack of motivation among employees and thus the identified problem can be inhibited effectively.

References

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Burke, W.W. and Noumair, D.A., 2015. Organization development: A process of learning and changing. FT Press.

Bush, T. and Middlewood, D., 2013. Leading and managing people in education. Sage.

Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction to theory and practice. Sage.

Coombs, W.T., 2014. Ongoing crisis communication: Planning, managing, and responding. Sage Publications.

Cusworth, J.W. and Franks, T.R., 2013. Managing projects in developing countries. Routledge.

Hatch, M.J. and Cunliffe, A.L., 2013. Organization theory: modern, symbolic and postmodern perspectives. Oxford university press.

Kirton, G. and Greene, A.M., 2015. The dynamics of managing diversity: A critical approach. Routledge.

Martin, G. and Siebert, S., 2016. Managing people and organizations in changing contexts. Routledge.

Senge, P.M., 2014. The dance of change: The challenges to sustaining momentum in a learning organization. Crown Business.

Stark, J., 2015. Product lifecycle management. In Product Lifecycle Management (pp. 1-29). Springer International Publishing.

Stone, R.J., 2013. Managing human resources. John Wiley and Sons.

Thomson, R. and Thomson, A., 2012. Managing people. Routledge.

Watson, T., 2013. Management, organisation and employment strategy: New directions in theory and practice. Routledge.

Wolf, T., 2012. Managing a nonprofit organization: Updated twenty-first-century edition. Simon and Schuster.

World Health Organization, 2016. mhGAP intervention guide for mental, neurological and substance use disorders in non-specialized health settings. Lancet.