Providing Service Excellence in Technology-Related Business Solutions - Essay Example

D8 Situation Analysis The case is about a manager who managed two companies using two different approaches. In the first company, all the manager cared about was results without any regard to the employees concerns. The manager transfers the same management style to Perot system and the style fails to work. The manager then embarks on introducing new management style in the company that looks at the concerns of the employees and customers and at the same time the business remains profitable. The manager (Meyerson) adopts new technology in management of the organization which leads to a success story of the organization. Vision: To be a leading world wide company in providing service excellence in technology related business solutions. Mission: To offer inclusive customer focused technology related services which will facilitate them acquire the most from their venture. Purpose: we exist to transform the operations of all clients/customers through the provision of modern and recent technology at a considerate fee that helps business realize their full potential. Value statement: These values stipulate how we intend to relate with our stakeholders especially with the employees and customers. Caring: we care for every stakeholder. We care for the comfort of all clientele as well as that of our employees. Professionalism: our services are guided by the high level of professionalism that is observed by our employees. Integrity: we are directed by the moral codes in our organization. We abide by the laws of the land. Teamwork: we work as a team and we are concerned to the wellbeing of every members. Creativity and innovations: we are committed to devising new technology to enable our clientele improve their service delivery. Commitment: we are committed to satisfying customers’ needs as well as the needs of our employees. Issue An organization without a vision, mission, purpose and values is doomed to fail. It is hard for such an organization to be able to set their goals and objectives. The organization has no defined future and does not know what it exists to do. Vision, mission and values help an organization to have common goals and objectives in an organization. Stakeholder analysis Key stakeholders The key stakeholders include the management (Ross and Meyerson), employees and the customers (Swiss bank). Expectations for each stakeholder Management The management expects to maximize the level of their profits. They also expect to lower their operating costs. Considering the level of competition in the industry, the management expects to have a viable benefit over their competitors. The management also expects to have the right people for the job. Employees The employees expect to be involved in decision making. They also expect the top management to treat them in a humane way, and solve their entire problem both at work or home related problems Customers They expect to be treated with respect and dignity. They also expect the company will produce products of high quality that will meet their needs. The customers expect the company will have the recent technology to improve their efficiency. Key issues related to unmet stakeholder expectations The change in technology has changed the customers, and the environment around the customers and the market. This has led to changes in composition of employees and their expectations SWOT analysis Strength and weaknesses are internal issues that affect an organization. Opportunities and threats are external issues affecting the organization. (Robbins, 2005) Strengths The employees are committed to the growth of the company The company has a well financial base/profitability Loyal customers and employees Well skilled manpower Ownership of the company by the employees Weaknesses Identification and Satisfaction of employees was becoming harder Weak company values Poor leadership style There is a skills gap in the company Opportunities The company can get benefits from the growing market for its products New markets in other continents The great adoption of technology in organizations provides a good market Threats Stiff competition from rival companies Changes in technology Increase in inflation forcing the company to adjust its salaries level Resistance to change by customers Q2 Key issues There was a strong change in technology; employees’ needs customers and the market. Employees were not motivated to work, and hence there was no job satisfaction. The need to make more profits and have a competitive advantage has led to dissatisfaction of employees. Customer needs are changing. Summary issues There is a rapid change of technology, and the company does not want to adopt the new changes. The companies’ workforce has also changed with time as well as their needs. The company has to adapt to the changes and learn the needs of its workforce in order to keep them satisfied in the job. The company also needs to learn the changing needs of the customer in order to remain competitive in the market. Management question How can an organization have a motivated workforce and at the same time be aggressive in the market? Organizational Behavior Analysis Kohlberg’s Stages of Moral Development The manager (Meyerson) moral development is within the stage of the social contract. Meyerson values different opinions and the rights of employees. The manager believes that the organization should adopt policies that lead to the satisfaction of the majority of workers. The manager has come up with new management styles that lead to the satisfaction of the majority of the employees. Meyerson has opened the communication channel in the organization for employees to access him directly. He has also embraced the problems of the workforce as problems of the whole organization. (Robbins, 2005) Competencies for Individual, Team, and Organizational Effectiveness The model is ideal in evaluation of key competencies of the employees, team cohesiveness and at the same time improving the efficiency of the organization. Meyerson is seen as a competent manager as he is self, embraces change and allows effective communications. The manager has single handily been able to change the management style in the organization to cope with the changing environment and workforce. Meyerson is easily accessible to his juniors; he has an e-mail address which allows him to communicate easily with the employees. The manager has been able to bring cohesiveness in the organization, and they work as a team where the problem of an employee is a problem to the whole company. Organic versus Mechanistic Organization Design This suggests that there are two main organizing systems used by managers in an organization. Mechanistic occurs when the rules and regulations are followed keenly in an organization. Employees have no freedom of making their decisions. (Robbins, 2005) Organic system is where the management and the subordinates work together as a team and communicate freely with each other. Meyerson implemented organic system where there was decentralization of decision making. Employees are involved in decision making. The manager has also opened up communication with his subordinates where they are able to communicate directly to him using the e-mail. This is the reason behind the robust growth of the organization. Identification and Evaluation of Alternatives Training and development The company should impact emerging and new skills to the employees to help them cope with the new technology. Training should start with the top management all the way to the subordinates. The organization can either use on-job or off the job training. The pro to this option is that it allows the organization to retain loyal employees who are experienced. However, unwillingness by employees to train is an impediment to training. Hiring new employees The company can hire new employees to replace those who are not contented with the existing conditions in the company. This will make it easy to avoid resistance from the older employees. The pro to this option is that it allows Meyerson to recruit employees with the required skills and up-to-date skills. However, this might a risky course of action as it does not guarantee the company of the required skills. Change the management The company can do an overhaul of its top management. This will help in coming with new managers who value the welfare of the employees. This will allow employees to have trust in the management. However, Meyerson may not have the required skills and expertise for to take up the management posts. Change the management style Meyerson should come up with new management styles where there is a high involvement of employees in making decisions. The styles chosen should provide a clear guidance to employee evaluation and feedback process. This will allow employees to be involved in decision making. Resistance to change by top management may be an impediment. Recommended Alternative Personally I would recommend training and development of employees. Meyerson should administer training to everyone in the organization irrespective of their position. Training can be either on the job or off-the-job. On-job training would be advisable where Meyerson would coach and mentor the top management on effective management practices, in which they will transfer to their subordinates. Off-the-job can also be used where the employees are invited to conferences and workshops. The employees can as well be sponsored to learning institutions to impact new skills to them. Implementation and Conclusion Meyerson needs to use the theories of organization behavior with emphasis on Kohlberg’s theory of moral development. He should be able to identify each employee’s needs in order to be able to meet them. He should be able to improve the level of competency of his workforce as well as enhance team work in the organization. The adoption of an effective leadership style that encourages employees’ participation in decision making will help in forming an organic organization. Within the first 6 months Meyerson should seek to draw a strategy on training and development. Meyerson with the help of the managers should conduct training needs analysis (TNA) in order to identify those who need training. This should be followed with setting of goals and standards of training. Meyerson should then embark on encouraging employees to undertake training and the types of training available for them. Six months after conducting the TNA, Meyerson should administer the training. The training should not take more than six months if it is on-the-job. Evaluation should then be done to monitor the effectiveness of the training; the use of 360 degrees method can be helpful. Feedback is essential for the employee to know where to improve. (Robbins, 2005) Work cited Robbins, Stephen P. Essentials of organizational behavior. 8th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2005. Read More