SEE Business Services - Case Study Example

? SEE Business Services Task: SEE Business Services Introduction In accordance with the issues that SEE Company faces, the best option that can provide remedy is developing small business development teams at the regional level that regional officers will head. Additionally, these development teams should be in a position to provide all the fundamental services to the members just as the head office would. (a) Systems Map of SEE BusinessService (b) Multiple Cause Diagram showing some of the causes of increased membership From the Multiple Cause diagram, the main problem that the organization is facing is the increasing number of members. However, various factors might result to this kind of scenario. For instance, the ever-changing business environment will push many business people and entrepreneurs to seeking more information on how they can utilize the business opportunity effectively. Because of this, the membership will increase because one of the objectives of the organization is to develop members. Additionally, the members have a forum to share their experiences and educate each other on various business and entrepreneurial ventures. Another major cause of increase in membership is favorable business environment that will encourage business hence the need for people to join the organization in order to gain knowledge. The driving force for this is that the organization provides an environment of sharing between members. Moreover, the organization encourages and celebrates outstanding business practices. Similarly, a favorable business environment will lead to an increased number of businesses and as a result, more people would want to join the organization in order to benefit and improve their business (Franz & Huemer 2007, p.6). Consequently, a favorable business environment will also lead to an increased number of entrepreneurs hence increasing the number of people who want to join the organization. Another major development that will increase the number of people who would want to join the organization is the increase in investment opportunity. This will attract both business people and entrepreneurs. Similarly, the staff competence and the reputation of the organization is also a key factor that will attract people to join hence increasing the number of people who want to join the organization. Furthermore, the organization is bridging an information gap that exists in the market hence many want to join and benefit from the services that it offers. Another reason for the sharp increase in the number of people wanting to join the organization is the few number of organization that offer similar services. These are some of the courses for the increasing number of people that want to become members of the organization. However, for the organization to manage this increase effectively without negatively affecting the value of services it provides then it needs to develop smaller business development teams at the regional level that will deal with all the needs and concerns of members. These business development teams will perform a similar function as those in the head office in order to, effectively, manage the rising number of members without having a breakdown. However, they will not be in a position to make decisions. The management of the organization will be the sole custodians of all rights and privileges. Additionally, these development teams will work as the head office directs. 2.0 Change Facilitation (a) Force Field Analysis Diagram +10 +5 0 -5 -10 \\\\\ The size of the arrow signifies strength i.e. the longer the arrow the stronger the force the shorter the arrow the weaker the force (Harris, 2002, p. 20). However, looking at the Field Force Analysis Diagram, there are several forces that the organization is facing. These forces are from all involved parties in the organization. For instance, the regional officers are advocating for decentralization in the organization so that more members can get services closer to them and faster than when the head office does most of the major services. However, the management is resisting the decentralization because it wants to retain most of operations in the head office. Additionally, the regional officers are complaining of over delegation of work from management hence to address this problem effectively the organization has to develop smaller business development teams that will undertake most of operations at the regional level. The head office should only concentrate on the decision-making and management of operations in the organization. Another major huddle is that management claims to have inadequate resources that will bring change in the organization hence becoming a major force against the development of the organization. It is important that management realize that the only way to foster the organization forward is through the implementation of small business development teams that will undertake all the major operations of the organization in the regional level. Additionally, for the organization to realize this, it has to hire more personnel and assign them various regions. In order for the company to realize the improvement in handling of clients inquires, the best option is to formulate smaller business development teams that regional offices would manage effectively. This is because the firm is experiencing a rapid increase in the number of clients or membership, and as a result, both the management and the regional officers are unable to handle in an amount of information that is coming in. However, previously before the occurrence of this problem the management and regional officers had an efficient system that could manage the company’s operations effectively. However, due to several reasons they are no longer able to handle the amount of inquires and information that is coming from both the current members and new members. The main aim of the firm is to be capable of serving all its members efficiently. Additionally, it should be in a position of handling all the queries that members raise. However, this is becoming a challenge due to the rapid increase of members hence necessitating the formulation of new processes of undertaking the work without compromising on the quality of service delivery. Similarly, the company has to focus on the core business and ensure that all members get value for their subscription. A company can apply two major systems in dealing with operations. These systems include the soft system and the hard system. However, this depends on the nature and operations of the company or organization. The hard system is most suitable in a technical environment for instance engineered system while the soft system is most suitable in human and social systems. In the case of SEE Company, the most suitable system is the soft system because it entirely deals with membership and all their services are to benefit the members. Additionally, the company operations majorly depends on personnel or human effort not machine. In dealing with the current problems that SEE Company face, it has to undergo several adjustments in order to accommodate all the requirements of clients (Ivan, 2009, p.3). For instance, from the systems map the main objective of restructuring is to formulate small business development teams at the regional level and regional officers should manage them. Furthermore, these teams should have the necessary resources for providing services that the head office can provide. In doing this, the management will bring the services closer to the members hence improving efficiency and effectiveness. Similarly, the management has to make several adjustments in order to deal with underlying issues like the decreasing capacity to handle client information and queries, over delegation of work to the regional officers and poor delivery of work service due to over working of regional officers. The strategy in dealing with these problems include the company using advanced computerized system to collect vital information from both new and existing members of the company. Additionally, the system should be in a position to analyze the information and store it adequately. Furthermore, the company should formulate a page in their website that deals with frequently asked question in order to deal with repetitive questions and concerns for both new and existing members. Similarly, the company should establish a member support unit or section that solely deals with member concern. Additionally, the unit should provide support at any time for instance online chat feature for members. The firm should further elevate the number of individuals at the top management to avoid over delegation of duties to the regional officers. In doing this, the regional officers can have more time concentrate on their duties of marketing, recruiting and dealing with member queries. According to Kotter the change process entails eights steps. These eight steps include urgency creation, coalition formation, creation of vision for change, vision communication, obstacles removal; Short-term wins creation, build on the change and inculcating the change as a corporate culture. However, looking at SEE Company change is inevitable hence; the Kotter’s change process is of the essence. For instance, urgency already exists because both the management and the regional officers have admitted that the current systems cannot handle the increasing number of members. Secondly, both the management has already formed a coalition and ready to work as a team in order to bring change. Another immediate hardship that the top management of the company should tackle is to increase the number of regional officers in order to contain the rapidly increasing members. The increase in membership of the organization should be proportional to the expansion in terms of human resource. This will enable the organization the handle member concerns effectively, and as a result, there would be no membership dropout or reduction in membership numbers. However, the impact that these measures will create include a decrease in the number of client complains. This is due to the efficient handling by the increased number of regional officers. Additionally, the additional number of top managers will further influence the efficiency of the organization. For instance, it will increase efficiency in record keeping, swift production of magazines and effective management. Similarly, these measures will increase the quality of service delivery to members of the organization. For an organization or a company to succeed and growth, it must decentralize most of its activities to encourage specialization hence improve efficiency and delivery of services to clients (Franz, 2007, p.6). The head office of any company or an organization should be mainly involved in decision-making and managerial tasks. This enables the organization to grow faster without compromising customer satisfaction even if the number of customers increases rapidly. Decentralization increases speed and efficiency because all departments are specialized in what they do. Additionally, they are also specialized in terms of processes that they undertake. SEE Company should change the approach of dealing with magazine printing and management of members’ database. Management should shift these processes to smaller business development teams in the region level. In order to achieve this, the management has to develop smaller regional teams that regional officers manage and report back to head office. In conclusion, the major problem that the SEE Organization is facing is the rapid increase in the number of new members joining the organization hence they feel that with the current trend and personnel, they might be overwhelmed, and as a result, start offering poor services, which will lead to a decline in the number of members. As a result, the organization needs to come up with an effective strategy that will enable it maintain the number of members and be able to provide high quality service despite the growing number of new members (Smoke 2005, p.76). The best way of achieving this is through developing smaller business development teams that regional officers will manage. This will lead to increased efficiency and will bring more services closer to the members. Additionally, these business development teams will perform all operations on behalf of the head office. However, they will not be capable of deciding on their own without the knowledge of the head office. Similarly, these business development teams will undertake marketing, recruiting, responding to members queries, maintaining the members’ database and printing of the magazine. This will give management adequate time to concentrate on decision-making, formulation of new policies and managerial duties of the organization. References Smoke, C 2005, Company Officer, Cengage Learning, New York. Franz, T & Huemer, G 2007, Handbook of Business Interest Associations, Firm Size and Governance: A Comparative Analytical Approach, Rout ledge, New York. Ivan, 2009, Employees and Entrepreneurship: Co-Ordination and Spontaneity in Non Hierarchical Business Organizations (New Thinking in Political Economy). Edward Elgar Pub, Cheltenham. Harris, J 2002, the Social Work Business (The State of Welfare), Routledge, New York. Read More