The New Payroll Clerk ( in Instructions) - Case Study Example

The New Payroll Clerk Baker College Key data processing is type of company that will best be described as disorganized and has a dictatorial leadership. As evidenced from the orientation of new employees, the culture and the structure in KDP. There is lack of coordination and harmonious relationship in the organization as quoted in the ‘that the secretary was to tell Irene the true story’ about the company. It is an organization characterized by importance of rules and negligence of values of the employees, customers and the management.

This supported by a high staff turnover of supervisors and rigid and seemingly harsh environment for smooth relations. There lacks sound management practices and employee relations that need to be addressed if the firm needs to realize substantial profits and maximize its value. The New Payroll Clerk Irene lacks knowledge of what to do, how and full details about her work package. As pointed out in the article, there lacks rules and procedures meant to fully orientate new employees. This makes the new employees feel detached and not part of the family.

As noted in Siddiqui (2005), a bonded family of employees is more productive and satisfied with their work packages than in an organization which is marred with mere rules and regulations without adding value. Second, Irene suffers from a problem of harmony and coordination of activities. A productive and profitable organization values the value chain through improved business processes, for instance, taking quality improvement tools and techniques in order to improve quality of products and service that a company produces.

It makes the firm posses a better competitive position and grows in the ever-growing competitive business environment (Muijen & Witte, 2000) Another problem is that work packages and roles are not clear. This is fueled by the nature of structure instituted that over emphases on rules and regulations, most of which are unpleasant and confusing. According to Martin (2002), rules are meant to establish and install a viable culture that will work to leapfrog the company’s missions of growth, survival and profitability.

The organization should have a workable, flexible and yet stable working culture and structure that match the strategy and assist the company maximize value. Orientation is harsh and full of anxiety. It is noted in the article, Irene is a new employee yet the organization expects her to find her own way. This sound odd and cruel as a new person should be given a guider, probably from the Personnel department to show her around. This makes the employee most welcome and in intrinsically improves the morale of the employees.

This has more reaching benefits to the organization and the entire community. Another problem that is highly evident in this firm is lack of effective communication. The lateral, downward and upward communication Possible solutions Restructuring and culture and leadership strategies are the most changes that are needed in this organization. The restructuring process will alter the culture of the organization such as the communication protocols, the interrelationships, mission and goals of the organization and the type of leadership most needed.

I change the way major process is carried out, specifically the way the firm value our most valuable resources -employees. References i. Cameron, K.E, Robert, E.,& Quinn, R. E., (2011).Diagnosing and Changing Organizational Culture: Based on the Competing Values. New York: .John Wiley and Sons. ii. Certo, S C., & Dougherty. H., (1975).Organizational leadership: skills through theory and experiences. Dubuque: Kendall, Hunt. iii. Martin, J., (2002).Organizational culture: mapping the terrain.

New York: Sage Publications. iv. Muijen, J, J & Witte, D K(2000).Organizational Culture. London: Psychology Press v. Siddiqui,T., (2005).Organizational structure: management techniques and lessons learned in aligning technical and program management resources in engineering-intensive organizations. Cambridge: Massachusetts Institute of Technology