Case study : Silkeborg Council - Essay Example

The organisations need to ensure their superiority in case of dealing with employee absence in this tough economic competitive climate of today. A more proactive approach is needed to address the employee absenteeism. Investing in the problem is a better way out rather than paying huge expenses, later on. SAM abbrev for Sickness Absence management has been given more focus lest employee would ultimately lose their engagement and performance in organisation. The employees are least motivated to work therefore they make no effort in making to the workplace as they are least bothered due to stiff behaviour of the top management (cipd, 2010).

The second faulty area that is identified in the case study has been resistance to change, disengagement and politics. The employees did not approve of any change and they continuously resist the change may be because they don’t see any benefits of the change. The employees started losing their interest in their jobs, lacked motivation, drive and commitment, mentally absent but physically present thus show disengagement. They do fear the change but they wouldn’t do anything and expect good will come to them.

This gives rise to an environment of politics in organization where change is unwelcomed and disengagement persists. The employees felt their job activities to be useless, as the top management failed to recognize their efforts and their individuality, as to how each of them has been dealing with the elderly patients. There have been barriers that had stopped them from going to work as they don’t feel happy for what they are doing (Sims, 2002). Another problem identified in this case study is the top down change and organizational culture.

Organizational culture is formed by the top level management and the founders of organization. But there is a question whether the culture in unified and integrated for all the management levels or different cultures persist. This has been a problem at Silkeborg Council. The organizational culture wouldn’t allow the employees to suggest and put forth their own point of views and ideas. Such rigid organizational culture makes employees disheartened and resistant to change. They are less motivated when they feel that they are only taking the orders and the overall supremacy and power lies with the top management.

They feel that the whole workforce should be involved to manage and give rise to organizational culture. A top down approach poses problems there. The organizational climate has therefore become toxic due to the consistent persuasiveness of the top managers and supervisors on the sub ordinates. The managers continued to forge their orders on the employees who ultimately started feeling their efforts as unrecognizable. A blame culture started to develop in the organization. The employees were not rewarded by their managers and this had made them ignorant of their work activities and responsibilities.

The bad working atmosphere is the problem that is the root cause for all other problems. The exercise of problem-language in organization resulted in distances among employees and they were reluctant and discouraged to contribute (Willcoxson & Millett). Going through all the main issues and problems identified in the case study, give path to draw a couple of main causes that serve as the determinants of other causes. This includes organizational cu