Addressing Challenges of Groups and Teams
LDR/531 Organizational Leadership
James F. Traylor
Addressing Challenges of Groups and Teams
For this week’s paper, Team D is to assume we are all managers within a fictitious call center for Desert Communications Inc. It is a major wireless telecommunications organization which we each lead approximately 10 employees. Unfortunately, our sales have declined due to changes in the industry resulting in reduced customer demand. In an effort to stay viable Desert Communications Inc. decided to map a new strategic plan by reallocating resources. Leadership asked our team to integrate these strategies, which will help generate the needed profit. Along with using customer satisfaction survey results, we will assess our employees based on the percentages of services they can sell during each service call.
The first step is deciding what kind of approach we want to take in managing this organizational change. According to Robbins and Judge (2011) there are four styles to managing change; Lewin’s classic three-step model of the change process, Kotter’s eight-step plan, action research, and organizational development. Although each has strengths, we decided Lewin’s classic three-step model was most appropriate to tackle the task. Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent (Robbins & Judge, 2011). His theory makes sense especially, with our mission to permanently change the way Desert Communications Inc. products and the manner in which we deliver them. Another attractive reason for this approach is tailor-made for quick changes. This is one of the hallmark benefits, as research on organizational change has shown to be effectiveand change has to happen quickly (Robbins & Judge, 2011). Considering Desert Communications Inc.’s poor profitability, leadership wants our group to work fast. In this paper we will show how this group intends on changing the status-quo at Desert Communications Inc. by becoming more profitable and more strategically driven. Developing a Training within an Organization
When developing a training that conveys to multiple audiences within the organization,it is important to remember what the training is meant to do and what methods are best. According to Cascio, W. (2010), training consists of planned programs designed to improve performance at the individual, group, or organizational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitudes, and social behavior (p. 288). With the understanding of training and education this process can help Desert Communication Inc., be more effective within the work performance as well as job satisfaction employees seek and desire within the organization. In today’s competitive communication market as well as globalization has made some challenges for Desert Communication Inc., to look at ways on capitalizing on new strategies as well as add services like phone insurance, additional minutes, and roadside service. One strategy would be developing a comprehensive training program on gaining the competitive advantages over the competition.
With today’s communication going technology, companies like Desert Communication Inc. must find ways of adjusting its operations to custom to customer needs within the communication process as well as staying ahead of the competition. The best method in this process would be a technology-based method because of the efficiency this could have toward the training program as well as employees and the organization. The technology-based method can help Desert Communication Inc., be more efficient within its training program as well as cost-effective on flexible training to custom to the needs of the employees and the organization. This process can have the...
References: Cascio, W. (2010). Managing human resources: Productivity, Quality of Work Life, Profits (8th ed.). New York: McGraw-Hill. (p. 288).
Stephen Robbins, T.J. (2011). Organizational Behavior, Fourteenth Edition. New York: Prentice Hall.
Barnes, A., van den Broek, D., & Townsend, K. (2008, April). `Teaming Up ': Teams and Team Sharing in Call Centres. The Journal of Industrial Relations, 50(2), 257-269. doi:10.1177/0022185607087901
Reynolds, P. (2007). Building and managing call center teams. Customer Inter@ction Solutions, 26(2), 13. Retrieved February 17, 2013 from http://search.proquest.com/docview/208156291?accountid=35812
Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th ed.). Pearson Education, Inc.
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