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In this case study, there are communication problems; in an organization, communication has many functions which include informing, managing, socializing, integrating and persuading. Informing as a function of communication ensures that required information is conveyed to personnel in an organization; the information conveyed helps the personnel to do their jobs efficiently and effectively (Richmond and McCroskey 356).
This means that without communication, work cannot be done effectively. In this case study, communication between clerks and salespersons was not effective as the salespersons complained of not getting the information they required from the clerk, and this made them not to perform their tasks effectively.
The clerks had information, but they were not willing to give it to the salespersons. The few who gave them necessary information were not accurate because it was full of errors. This situation led to reduced performance of the company.
Another function of communication is to regulate policies or pass messages of maintenance (Richmond and McCroskey 366). This function is not evident in this case study, and this implies that there is completely no communication aimed at regulating and maintaining the smooth running of the organization; things are going down in this company, and no one is there to make everything possible to go the operation back to normal.
The new manager comes in to save the situation, but his way of communication with the employees fails him; he is not able to coordinate tasks, assignments and coordinate the employees to work towards a common goal.
The new manager focuses on making employees to do the correct thing; he does this without learning about the employees, knowing them better, and establishing good relationships with them. Interpersonal relationship could help him to know the employees better and, therefore, find out how to manage them.
If he felt that knowing the employees could take much time, and change was supposed to be done immediately, then persuasive communication could influence the employees to work the way he wanted.
Socializing in this company is an issue which the employees do not know how to relate with each other. In any organization, employees should learn how to address each other with respect and how to treat others (Richmond and McCroskey 397).
The salespersons also complained of being treated bad by clerks when they asked for information from them. Good relations among employees promote cooperation and teamwork, and ensure that everyone works towards a common goal.
Organizational culture is another issue in this case study because it shows the goals and development of the company and the extent to which the employees are willing to support others. According to research, organizational culture influences employees’ behavior as well as performance (Buchanan and Huczynski 203).
A company with a strong culture has high chances of success; it has a social control that is deeply embedded, and, therefore, it influences employee behavior as well as decision making. In the case study, the culture is not strong enough; it allows employees to mistreat others and talk to them in a way that hurts their feelings. Clerks do no treat the salespersons with respect they deserve.
The behavior of the clerks toward the salesperson affects their work and this results in the success of the company. Also, the company’s culture is not strong enough to influence employees to make decisions that improve the performance of the company; clerks choose to disrupt the information system with any conscience without thinking of consequences their actions can have on the company’s success.
Perhaps, it is because the organizational culture does not make them feel a part of the company; they are not motivated to fulfill their need to become a part of the company. The firm has no practices that motivate its employees; these practices might include promotion for those who work hard, or reward for the employees with outstanding performance.
A strong organizational culture should also make employees understand their work and the reasons why their work is important (Sorensen 87). In this case, the clerks do not seem to understand their work and why they are doing it. Perhaps, according to them, they are working to help the salespersons; they do not know that their work benefits them, the company and the customers.
They think that if they do not answer the calls, they hurt salespersons and incapacitate their work, but in the reality, they are destroying themselves because if the company fails, they might lose their jobs. If the company fails, the customers will not receive the services and goods sold to them by the company, and this means that there will be no company at all.
Also, the issue of equality and dignity is not taken care of in the culture of the company well. A big number of clerks are females, and this shows that workforce is not well balanced in terms of gender.
According to research, a workforce with a well mixed gender has higher chances of success compared to those with one domineering gender. A company with equality in gender is rich with employees who can make successful decisions; also, it shows a high level of responsibility at work.
Another issue is human resource management. Human resource management is mandated in handling issues concerning employees, ensuring that they have good working conditions, and if they have any work related as well as personal or payment issues, it helps them solve them.
It should also make sure that all the employees do their respective jobs effectively and efficiently. In this case study, employees are free to do things their way without any control; this shows that the human resource management is not doing its job effectively or, maybe, the company has no human resource management at all.
The clerks behave as if they have a problem, and whatever the problem they have they should address it to the human resource manager. However, if the employees are not coming out clearly about their issues, the manager should be concerned and investigate what it makes them behave in such a way.
Also, the human resource management should be concerned with solving problems of employees’ relationships as well as their relationship with the management. If the clerks continue mistreating the salespersons not solving the problem, the working conditions for salespersons would hinder them from giving their best performance.
The human resource management is known to steer in strategic management, therefore, its actions always affect the way the employees will behave in the future. This section of management recruits and selects employees, and employees they recruit should not only be able to do the assigned job, but also work together with others to achieve the goal of the company (Buchanan and Huczynski 245).
According to the behavior exhibited by clerks, it is evident that they are recruited on the basis that they can do the job and not work together with others for example salespersons to achieve the goals of the company.
To improve things in this company, Alberto should first persuade the employees to work hard to solve the immediate economic problem. He has to make a lot of changes in the company to make it running smoothly, and the company will not close down for the changes to take place; therefore, persuading the employees will work for time being.
Alberto should then work towards understanding the employees what they like, what they like and hate about their work. By doing this, he will be able to establish a relationship with the employees; he will be able to communicate with the employees without fear or misunderstanding. The employees will be free to discuss with him any problem they experience at work as well as share the good experiences.
Throughout his communication with the employees, he should aim at making them understand the importance of working together and the reason of this as well as remind them to achieve the goal and objective of the company. As he motivates the employees to work hard towards the objectives and goals of the company, he will be gathering information on what motivates them to work hard and what kills their morale (Schein 118).
After collecting information about employees and establishing a good relationship with them, he should then try to change the issue making employees not work smoothly; however, he will only implement changes that are possible at the moment.
There are some things that can be changed only by changing the culture of the company. They include the methods of rewarding employees with outstanding performance. That is why those working hard in different areas, the employee selection and recruitment, process among others (Sorensen 76). Therefore, he will have to talk with the top management and parties affected by the company’s culture trying to change the culture.
He should also explain to them the issues that need to be changed and the reason why they should be changed. Remember that he cannot alter the company’s culture without involving those affected and explaining why there is a need for it to be changed.
The issues that are so critical in the company’s culture include employee’s motivation because they have no motivation in this company. Therefore, the management has to look for a way to motivate its staff.
This could include promotion or monetary rewards, or funding for their training to improve their skills; this will make them work hard for the rewards and by doing so, they will improve the performance of the company (Hallett 131).
The issue of equality and diversity should be also included in the company’s culture. The employees should be balanced in terms of gender and ethnicity among the others (Sorensen 84). This need not to end there; the programs that will help employees to appreciate each other should be included in the culture to enhance good relationship among employees.
Good relationships and appreciation among the staff reduce tension like in the case of clerks and salespeople and enhance team work and good coordination of information between departments as they work towards the goal of the company (Hallett 136). The employees do not seem to identify themselves with the company because they have no passion to work hard to improve its performance.
This is seen through the behavior of clerks. Alberto should, therefore, make employees feel that they belong to the company; this can be done through involving them in decision making process and plans to improve the company. Their involvement in important activities of the company makes them feel as a part of the company, and this motivates the staff to work hard even without supervision.
Apart from culture, there is the department of human resource, which has responsibilities of dealing with all the issues concerning employees, such as recruitment and selection, employee training, solving any conflict and improving working conditions of the employees among the others (Schein 113).
Alberto should work together with the human resource management and other related department to improve the selection process and criteria so that they select employees who can perform the assigned tasks and coordinate well with the others. This company needs employees who can coordinate well with others in order for the company to continue working smoothly.
The case of clerks failing to offer assistance to salespeople when they require is the source of problems leading to the failure of the company, and this should not be tolerated in the future. The human resource management should also arrange for training for its employees if there is a need; this would improve their skills, and later, better their performance as well (Schein 116).
All these changes are not final because business needs, goals and objectives might change with time. Therefore, as the company implements the changes, its manager should give room for any correction or improvement any time the need to do it arises.
Works Cited
Buchanan, David & Huczynski, Andrzej. Organisational Behaviour. London: Prentice Hall, 2010. Print.
Hallett, Tim. Symbolic Power and Organizational Culture. Sociological theory, 21.2 (2003), pp.128-149. Print.
Richmond, Vinnie & McCroskey, Jess. Nonverbal behavior in interpersonal relations. Needham Heights, MA: Allyn and Bacon, 2004. Print.
Schein, Edgar. Organizational Culture. American Psychologist, 43.2 (1990), pp.109- 119. Print.
Sorensen, Jesper. “The Strength of Corporate Culture and the Reliability of Firm Performance”. Administrative Science Quarterly, 47.1 (2002), pp.70- 91. Print.
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