The analysis of the company’s history revealed an unfair recruitment process by management, which prioritized family relationships over company interests. Furthermore, the consequent conflicts were badly managed and generated a harmful snowball effect with a series of problematic events that seriously destabilized the internal structure of the company and almost caused its collapse. Although Martin finally revealed himself as a key component of the organization – despite his lack of qualifications – his recruitment was too abrupt and happened without the necessary team preparation. Furthermore, he was placed to cover an important role from the very beginning, undermining the existing leader in charge at the time, who had a lot of experience and was very involved in company affairs. A soft integration in the company would have been more advisable: in this way, Martin would have started to realize how the organization works from the bottom up, and the whole process would have been supported by the more senior member of the operation department. On an organizational level, the most evident point is the general lack of internal communication, both on a horizontal and vertical basis. There is no fluidity of communication within the managerial team; every member takes decisions without consulting the other leaders and above all without a deeper analysis of the real consequences of decisions. The importance of meetings is underestimated and there is no time schedule set up for them. Furthermore, vertical communication is almost completely absent and is only one-way: for instance, on one occasion a team leader had just communicated a decision or ￼1
change when at that point the action from that decision had already been implemented. This shows that there was no staff involvement in the whole process. As a consequence of this, dangerous rumours and misunderstandings were born, generating an unpleasant work climate and a gradual disintegration of company culture and employee loyalty. With regards to decision-making within the senior management team, it is not clearly established and there is a distinct lack of planning prior to important company decisions being taken. Furthermore, it was noted that the management on more than one occasion undermined the importance of meetings to discuss important issues affecting the company on all levels. Had meetings been carried out frequently and diligently, all the members of senior management would have been up-to-date on current production and sales demands and this in turn would have transferred a feeling of confidence and security to all operatives. An instance of this was the proposal to diversify the firm’s product base, which was made without the prior discussion and approval of the rest of the management team. Furthermore, some decisions had made and managed without a prior thorough analysis of the existing situations, such as implementing a new production chain in the same area of the core product. The ergonomic workplace was damage and compromise, with the consequently increase of pressure and stress in the both board and module production areas. With regard individual workers, it was seen that many of the more senior employees felt ignored and betrayed by the company. There was not any planning performed to integrate the staff after the introduction of module production. Not all the senior employees received the promised training and the consequent parity of pay rates across all the employees. This brought to a warring split within the workforce, which up until that point had been very well integrated. Feelings of jealousy, incomprehension and disappointment replaced the previous harmony and that had a great bearing both on employee engagement or performance quality. 2
When the operational chain was analysed on a company level, it was discovered that there were no clearly defined procedures governing it, between the production, sales and delivery teams. As a consequence of...
Please join StudyMode to read the full document