The following paper discusses about the fact where three business units in a large government organization have been merged. This merging is due to the effect that the previous Group Manager had been replaced. The cause of this manager replacement has been assumed as the inefficiency of the same. The result has occurred that a new group has emerged because of this joint venture. A new team has been formed in order to reconstruct the entire division to serve as the Corporate Services Area of the government organization. The large implications of the decision have to be followed with this because the new management team has a big task to deal with ahead of the. In this paper, the topic of discussion will be to unfold the different models and theories that the new management team should follow in order to reach their strategic goals. The different working areas of the management team have to be redesigned so that the entire system can run smoothly. The team has to look upon the facts of human resources and other important factors. The rigidity of the previous management team has been reported and it has to be tackled to avoid complications in the near future. The leadership style has to be modified for the betterment and growth of the organization. All the leaders have to be on the same page and give emphasis on employee welfare so that the new management team can attain the desired success.
Replacement of the Group Manager, at the first instance reflects the need for change in the plight of the large government organization. Delving deep into the issue, replacement of the manager projects a chaotic environment, which is destroying the efficiency and productivity of the organization. Merging of the different units in this case can be considered as an attempt to expose collaborative output for maintaining the unity and coordination (Clegg, Kornberger and Pitsis 2015). Absence of this step would have aggravated the complexities of the organization. The existing conflict between the Facilities and Acquisitions Manager contradicts the unity and coordination attempted through the conglomeration of the three units. Lack of communication between the managers deviates from the usual code of conduct that they are expected to show within the workplace. This deviation is against the propositions of the Behavioral Theory.
Being an official of such a high rank, the managers are expected to provide guidance, support, motivation and encouragement to the employees. Viewing their age and maturity, arguing does not go with their characteristic traits. Consistency of the situation, in spite of counseling, reflects an immature psychological development (Bolman and Deal 2017). In view of this context, immaturity adds an interrogative parameter to the designation of the managers. This interrogation nullifies Freud’s stages of human development.
Taking a cue from the stages of development for the humans, as proposed by Freud, quarreling takes the mentality of the managers back of the infantile stage. Counseling bears resemblance with Cognitive theory of learning, however, complaining against each other nullifies the mention of Cognitive theory of learning in this context. In view of this, the aspect of guiding the team members is nullified, as the managers themselves lack maturity. Challenging attitude of the transport manager is an addition to the conflicting ambience of the workplace. Challenging attitude is beneficial in terms of enhancing confidence and capability, however, in view of selfishness; this attitude is harmful for the employees (Austin 2013). Thinking only about the outcomes, rather than the efforts put in by the employees, reflects the prevalence of authoritative management style within the workplace of the organization. This kind of management resembles the character of the managers with Hitler, whose main characteristic trait was rigid.
Being rigid is good for the managers in terms of managing the human resources. However, application of rigidity without considering the welfare of the employees questions the role exposed by the managers. This interrogation adds to the instability of the organization. Viewing it from the other perspective, interrogative perspective of the context detaches the two variables from each other. Displaying symptoms of stress in the interview by the managers and staffs does not go side by side. Managers are expected to possess a straight forward and confident approach for making the interviewees comfortable (Martin and Siebert 2016).
Showing emotional reactions to the interviewees can be considered as a distortion of motivational and leadership theories, such as Herzberg’s theory of motivation, McClelland’s theory of motivation, Great man theory, Trait theory among others. Displaying this kind of immature behavior adds a negative connotation to the characteristic traits of managers of the organization. This negative tone nullifies the attachment of the adjective “great” to the performance of the managers. In view of the previous sentence, the true essence of the term “management” is contradicted.
The leadership team of the organization needs applause in terms of their remarkable attempts for restoration of normalcy. Organizing open-ended decision-making sessions is a typical example of this remarkable performance (Cameron and Green 2015). However, preference of rules over ideas limits the capability of the employees within the four walls of the workplace. Along with this, agreeing with everyone’s opinion contradicts the aspect of rational thinking. Most importantly, avoiding challenging and enduring tasks extends the comfort zone of the organizational leaders, which sets a bad example for the team members. In view of the second, third and fourth actions of the leadership team, the first action of organizing open-ended sessions are nullified. This is in reference to the categorization of the preferences, agreement and challenges within the open forums and discussions. The previous sentence is a part for the whole. Lack of adequate open forums does not project the hope of achieving efficient and effective resolutions for the ongoing conflict between the managers (Waal 2013). Therefore, part for the whole concept is not appropriate in this context. This indicates a poor infrastructure, which stains the reputation of the whole organization.
Diana, Alana and Peter are tied in the same thread in terms of their aggression towards the high working standards. This motive contradicts the propositions of Basic Strategic Management Model. This is due to the lack of stability in the relationship between managers like Diana, Alana and Peter with the employees and the other team members. The absence of strategic management nullifies the application of departmental management model, project management model and joint venture model. Instability between the managers and the employees contradicts the phrase “joint venture” in the name of the model (Cummings and Worley 2014).
Mixed reaction of the people about the service of the organization reflects the relationship of the organizational personnel with the customers. The customers in favor of the organization were full of praises for the organization. They were of the view that the personnel are aware of the ways and means to satisfy the needs, demands and requirements of their customers. On the contrary, the customers against the services of the organization portrayed their anger and frustration. The responses of the staffs showed that they are being compelled to adjust within the claustrophobic ambience of the workplace (Austin 2013).
Overall, it can be said that the managers are gaming with the needs, demands and requirements of the employees and the customers. This is in reference to the mentality of acquiring the hot seat within the competitive ambience of the market, which bears correlation with the Game Theory. Delving deep into the aspect, the motive of gaming or experimenting needs the minimum level of maturity, which is missing in case of the managers. This necessitates the need for training, which correlates with the cognitive theory of learning. However, absence of the learning mentality nullifies the resemblance of Game Theory with Cognitive theory of learning. Consistency in this type of exposure adds an interrogative parameter to the future of the organization (Cummings and Worley 2014).
It is very important to develop the recommendations in which way the entire process should commence. Some recommendations have to be made so that the management team comprised of Dave, Alana, Diana and Peter should run the organization smoothly (Northouse 2015). Some of the problems had arisen within the management and the staff had been stressed out very much so that they could not give proper focus on their work. Some theories like the Theory of emotion, the emergency theory, the Scachter-Singer theory, role theory have to be looked upon how to define these problems and find a solution for it.
According to this theory, the stressors or the stressful events are not preceded by the emotions. These emotions only become present after how the body responds to the stress (Folkman 2013).
Contradictory to the James-Lange theory, this theory says that emotional responses to stress can occur even when the bodily responses are not properly present. The lower brain structure called thalamus is responsible for the emotions that are occurred after the stressful vents (Folkman 2013).
According to Schachter and Singer, both the cognitive activity and emotional arousal are important for identifying the emotions properly (Folkman 2013).
Another flaw that has been found in their persuasion of the management team is that all of them used to run the things by their own authoritative power by not consulting with anyone else. This problem in the leadership can be described by the some of the leadership theories:-
According to this theory, the leaders in the organizations have their specific roles and they allocate those roles to the employees (Northouse 2015).
According to the group of psychologists that was led by Lewin (1939), said that the autocratic leaders make their decisions all by themselves and does not consult to anyone. According to the experts, this kind of leadership can turn chaotic and result into revolution within the organization (Bhatti et al. 2013).
The third problem that has been seen in this context is the avoiding of the conflicts in the management problems (Cahn and Abigail 2014). The leaders used to avoid the problems in order to get rid of the problems.
Here in this case study, the fourth problem that can be identified is the leaders or the managers have been blaming others if any mistake has been committed within the organization. This blame game is one of the most harmful things that affect the entire working of the organization (Lakshmi 2013).
The fifth problem to be identified in this issue is about Dave who is the Group Supervisor. He has been replaced form his position so that the natural positive working culture can be brought back. His problems were about ‘double standards’ and ‘playing favorites’. The second problem is a crucial one because it deprived the deserved employees from getting proper appreciation (Indvik and Johnson 2012).
This kind of ‘favoritism’ sheds a negative impact on the employees as they do not like to be deprived if they have done good work and deserve to be rewarded (Indvik and Johnson 2012). Dave has surely left an indelible mark on the minds of the employees that has reduced their interest.
The job satisfaction among the employees’ reached an impasse as the employees do not feel any urge to work under Dave and give their best effort because they know despite their best efforts, someone else may be rewarded (Braun et al. 2013).
The sixth problem to be identified is the aggressiveness of the Supervisor of facilities Alana. She had been overly aggressive about the tasks to be completed by the employees and that caused so much stress among them that it had led to their performance breakdown (Burton, Hoobler and Scheuer 2012). Some significant traits can be identified in this context.
When a person gets bullied in his or her workplace, he or she is mentally destroyed. The seniors may bully them because he has not been able to complete a work in time. This may have been because of some reason but that reason is overlooked (Nielsen and Einarsen 2012). Dave and other senior members, in charge of the serious departments have been bullying their inferiors for the simple issues in the workplace.
When the employees face violence from their seniors they lose the faith on them and also lose the desire in that organization (Bowie, Fisher and Cooper 2012). The employees have been victims of violence when they have protested against the running of the autocratic management.
The seventh problem that had been noticed in this context was the problem with inflexibility and extreme busy time schedule of Diana, the Supervisor of Acquisitions. She had very little time to deal with the employees and she did not bother to motivate the employees (Lazaroiu 2015).
Some changes in the physical conditions of the workplaces have to be made like in lights, breaks and duty hours so that the employee productivity will increase a lot (McCambridge, Witton and Elbourne 2014). Employee productivity has been reduced so the management need to look into this matter seriously by stopping to indulge in simple issues.
In this theory, the main theme is that the person will likely to behave in the manner how he has performed (Latham 2012). Dave and other senior managers have not increased the wages of the employees so the employees are very much outraged at this. They expect better wages from the management.
The workers always desire for stability in their workplace. If they are promised that they will get stability in turn they work hard, they will automatically be motivated to work more (Van Wanrooy et al. 2013). The incidents of employee cut off and bad behavior had been a common thing so the employees are not at all satisfied with the steps taken by the management.
The eighth problem in the case study can be identified as the organizational culture problems as the workers had complained that they had been put under tremendous work pressure and their work-life balance was destroyed as they were under the mountain of workload under Diana, Alana and Dave.
Thus, it can be stated that the different problems have different ways to deal with and the recommendations for dealing with these problems will be described here.
Conclusion:
This paper can be concluded by saying that the case study has provided with enough opportunities to introspect into the matter of management change. The organizational had been affected in the FAT group because of the behaviors and activities of the managers of different departments. The activity of blaming each other cannot be supported as this puts a direct impact on the minds of the workers. The autocratic style of leadership therefore has a harmful effect on the workplace culture. The workers in the organization have to be given proper independence and stress free environment so that they can deliver their best efforts to the growth of the organization. Other problems like inflexibility of the leaders like Diana have to be tackled in a proper way because leaders have a huge responsibility to encourage and motivate the workers to perform better. There can be pressure of work but the workers should not feel that their freedom has been hampered in order to perform their works. The problems can be faced and tackled in these ways probably if the leaders and managers take up the responsibility of it.
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