A major goal for managers is to create an open, enabling work culture. This paper's analysis will develop a strategy to improve the morale Weathertex's staff. The context of the environment is that there is continuing conflict in the workplace and that this particular tension must discontinued for the company to move forward.
Management perceive that the conflict is the result of:
' Diversity issues inherent in the organisation
' Discrimination issues
' Power issues
The analysis of the work environment will establish a path to take in finding the solution and implementing the plan to abolish the issue of negativity.
CONTEXT OF THE SITUATION
The situation in question arose between two groups of people from different in the same department. Of the two groups have been involved with James Hardie for many years , the other was a new team. These two teams had been assigned to do the same job and both had the same title. One of the groups had been unhappy with the way the other team has been contributing (or not contributing) to the workload.
One individual in the first group approached higher management to look to have the issue resolved. He was put on to the operations officer then the HR manager then the Office manager was told of the problem second hand, eventually there was a report documented and keyed into the report database. This kafuffle was then played out over two months with rumours being started left right and centre.
Eventually the situation blew out of proportion and a meeting was organised to sort the issue out.
Weathertex as a company has retained a lot of old school ethos. The way the company is structured, it's internal communication style is predominately top down. Although in citing this, Weathertex and many contemporary organisations have hybrid elements of mechanistic and organic management structures and styles.
Weathertex see management see management as planning and organizing activities and tasks to be accomplished effectively, although this is part of what management is. Management need to communicate effectively for any company to be effective.
Making a difference as a manager in any company requires integrating tried and true management skills with innovative approaches that emphasise the human touch, enhance flexibility and engage employee's hearts and minds as well as their bodies (Samson & Daft 2009, p. 4).
The setup of Weathertex's systems let them down in the cited situation. The managers involved didn't hve the adequate skills to approach the situation and resolve the issues at hand.
CULTURAL ETHOS OF THE ORGANISATION:
The environment within an organisation has an effect on the way problems are dealt with. Weathertex were let down by their lack of multiculturalism. They lacked understanding of how they would attack
The cultural ethos of an organisation is integral for the morale of the company. Many organisations, like Weathertex are working hard to meet the trials of a multicultural world. It is inspiring that many organisations, both local, national and multinational are looking at improving the culture of their work environments.
When the US firm Mintz Levin, Cohn, Ferris Glovsky and Poppeo decided to an employment law practice in a new office, the partners determined to create a diverse, inclusive environment by hiring many minority lawyers for senior positions from the start. The goal was to create a 'critical mass' of people who can serve as role models and mentors for younger minority lawyers who typically find it difficult to move up the ranks and become partners in a large Law firm. (Samson & Daft 2012 pp.484)
Weathertex is a diverse company, and the organisation involves people from many backgrounds. unfortunately for Weathertex, due to the fact that their management doesn't have the ability to effectively manage diversity, therefore there are negative effects for both organisation and manager.
PREVAILING WORK CULTURE:
The culture that underpins Weathertex is one of a unstabilitystability and mundaineness. Although in mentioning this there is change in the air. Due to the recent negative situations that have arisen from lack of communication and understanding, the directors of the company would like to implement a change in the culture.
Alvesson & Sveningsson suggest that 'Leaders should take visible steps towards the new culture by frequent and clear communication, meetings, and personal and group interviews with employees about their attitudes towards the proposed changes' (Alvesson & Sveningsson 2008, pp. 25).
The directors of Weathertex understand that implementing a vision to change will have it's setbacks.
According to Beer and Nohria, 'the brutal fact is that about 70% of change programs fail' (qtd in Alvesson & Sveningsson pp. 27). It is argued that this is largely due to an imbalance on the focus for outcomes of change. Traditionally the desired outcomes have been economically driven, but there is a more recent realignment of this focus to seek outcomes that will improve overall organisational capability.
Beer and Nohria (2000, pp.137) also suggest that change strategies should focus on building up the corporate culture by employing strategies that involve setting a clear direction from the top and actively engaging the participation and cooperation of people below with a 'focus simultaneously on the hard (structures and systems) and the soft (corporate culture)'.
In cultural models, change occurs naturally as a response to alterations in the human environment; cultures are always changing (Morgan 1986). The change process tends to be long-term and slow. Change within an organisation entails alteration of values, beliefs, myths, and rituals (Schein 1985).' (Kezar 2001, pp. iv'v)
Certainly, network analysis is just one of the tools available to managers to investigate the cause of issues and relational situations. It is an important part of tracing a pattern of interconnectedness in issues such as changes in consumer sentiment, tighter government regulation, handling of manufacturing and marketing, and weakening of internal and external communication. Employees often reflect trends and have valuable answers. Network analysis is a way of harnessing this knowledge.
Sociologist, Mark Granovetter developed an insightful analysis based on the 'strength of weak ties'. Granovetter argues that while we typically value strong ties in terms of network density and strength, for some purposes we should value the weaker ties. For organisations to be innovative, for example, weak ties are essential because they foster new links that allow us to challenge taken-for-granted routines and assumptions. (Granovetter qtd in Cheney 2011, pp.161)
Relations are central to network analysis because they define the nature of the communication connections between people, groups and organisations. This focus stands in sharp contrast to other areas of social sciences, which have tended to study attributes, the characteristics of people, groups and organisations rather than the relationship between them. Relations possess a number of important properties including the number of entities involved, strength, symmetry, transitivity, reciprocity, and multiplexity.
(Jablin & Putnam 2001, pp.441)
ETHICAL & LEGAL BEST PRACTICE:
Weathertex operate within a world where organisations have a legal responsibility and duty of care to protect the health and safety of their employees.
In this situation, ethically they acted correctly.
Weathertex is proposing the following three-stage approach that will keep an organization on track, improve morale and promote productivity following workplace change. The steps help move employees up from the bottom of the change curve, where they feel disappointment and anger to feeling optimistic and happy. The important principle here is to maintain momentum, moving quickly to create a sense of urgency and progress.
The three-stage approach to lift employee morale
' STAGE ONE - Listen: Get feedback and ideas.
' STAGE TWO - Communicate: with solutions to business issues and employee concerns.
' STAGE THREE - Recognize: business and employee accomplishments and successes.
Operational or policy objectives Communications objectives
To train our staff effectively to work with our workplace To ensure all staff know and understand the standards of behaviour expected
To keep the communication between management and staff request To ensure staff know what is expected of them, from an information sharing standpoint
To provide opportunities for staff to receive professional development training To ensure service users have opportunities to communicate their needs within the organisation
To regularly gather feedback to ensure that Weathertex is maintaining standards of care and support
1. COMMUNICATION OBJECTIVES
' To ensure that consistent messages are delivered to stakeholders at all levels and that decisions, events and activities are communicated in a timely manner
2. COMMUNICATION PRINCIPLES
' Utilize appropriate and effective communication vehicles for each unique audience group
' When the message is particularly important or complex, multiple communication methods may be used
Communicate with a clearly
stated goal in mind
Communicate for broadly defined or
Communicate to clearly defined
groups of people
Communicate without first defining
and understanding the people who
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