Case Study #5: Solving Team Challenges at DocSystems Billing, Inc. What problems exist in this organization? How do these problems differ based on the employees’ roles? Why do employees object to Jim’s proposed solution? This organization has recently restructured their organization due to financial problems. DocSystems recently outsourced 100 of their employees to another company.
A lot of them speak negatively about Kim, I think | |that part of this is because she is from another culture and they do not like that change. It also seems that specifically David was being | |self-centered on this particular day. He placed blame on Kim even though it could easily have been his own fault for not being clear with his | |instructions. He also clearly did not realize, or care that Kim had been working hard all day to finish many projects and had forgone her own | |breaks to help everyone else. Another reason why I think they resemble Theory X is because everyone brings their requests to Kim, they have little| |desire to try to do things on their own and take everything to someone else to be done.
The 6 people chosen for this particular team are not compatible, personality wise. There is an overwhelming sense of “backstabbing” between all the group members This is seen when Bret O’Brien asks to meet with Jack alone about some issues on the project because he “can’t afford the time to deal with Valerie’s [Merz] predictable drama.” The pressure that Merz is placing on the group to meet the deadline for the project and incorporate the modular design has created tension within the team as they see her as pushy and intrusive. There is a lack of communication and information sharing within the team, which has challenged the decision-making ability of the team. 3) How does the functional structure at MediSys impact the success of the team dynamics? c. The key point of a functional structure is having employees with a specialization in one of the key tasks or areas for the specified project.
The loss of production and or customers due to failure to deliver the employees or products you sell is also an indirect cost that affects the business in a negative way. One indirect cost many of us do not think of is the effect on the companies morale and that can take a toll on others employees especially the ones who are taking the brunt of the work that the separated employee was performing. Turnover and the indirect cost can even include more frequent accidents and higher injuries due to the inexperience of newcomers. If you take all of the cost, the indirect and direct cost into consideration, you can start to see the full scope and calculate the cost of the
This system caused a large amount of employees to become clustered together on the ranking scale, and showed very little differentiation. It was very hard for the company to establish which employees were their better performers. While ranking may seem to provide an objective means of evaluating (since it can be used to assign numbers to people), the rankings themselves are only as good as the criteria used for ranking. They can be extremely deceptive, making it appear that there is an objective valid evaluation process going on when, in fact, there isn't (Bascal 2015). This ranking system also brought a certain amount of job dissatisfaction to employees.
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.
Carver is lacking in interpersonal effectiveness. He needs to address his ability to communicate and build interpersonal relationships. He needs to build a rapport with his employees to be successful. A successful leader “can help people contain and recover from their emotional stressors on the job” (Newman, Guy & Mastracci, 2007, p. 13). Carver was actually the stressor in many situations.
This company is losing employees due to poor pay plans and new competition coming into the area. This stimulation gives a true work setting situation. The team sees the options and gathers information based on different variations. The group was able to use the extra help and information links provided to gain more knowledge of the company’s current concerns and issues. The main problem with the evaluation tools and techniques when encountering the company issues was hard to determine.
The first issue is conflict among the employees due to the organisation change. Since everyone has their own perspective toward a statement; so suggestion of Martin Welk leads some conflict due to the different opinions. Second issue is some of the employees resist to change. Employees’ resistance to change because they worry the changes may bring failure to them that may affect their status and job security. Third issue is lack of communication among employees.