Question

100 PART 2 THE ENVIRONMENT OF MANAGEMENT Apply Your Skills: Case for Critical Analysis CH3 task-oriented. I admir he has a way of relaring to people that can be a lierle standoffish, bur I don't think it's always necessary to be alapping everyone on the back and buying them beers at the local pub in order to be liked and respected and.. .. in order to get high scores" Wheeling finished his sentence. "Still, the low percentage of favorable scores in relation to'unfavorable and even neutral. her voice trailed off momentarily. "That's the one that gets me. There are so many 'neutral' scores. That's really strange. Don't they have an opinion I'd love to flesh that one our more. Ir seems thar in a sea of vivid colors, he's beige." "I's like he's not there" Zeitland said."The response doesn't tell me that they dislike Cam; they just don't see him as their manager." Not Measuring Up "I must admit. I'm completely bafled by these scoring reules for Cam Leslie Carole Wheeling said as ahe and company CEO Ronald Zeiland scrolled throuch the latest employee surveys for middle management. For the second year, RTZ Corporation used Wheeling's consuleing firm to survey and score managers. An increasingly younger workforce, changing consumer tastes, and technology changes in the industry had caused Zeirland to look more closely at culrure and employee satisfaction. The goal of this process was to provide feedhack in order to assure continuous improvement across a variety of criteria. The surveys could be used to highlight areas for improvemene by showing manager and company strengths and weaknesses, anticipating potential problem areas providing a barometer for individual job performance, and serving as a road map for transforming the culture as the company expanded. From the outset, Žeitland insisted on employee honesty in scoring managers and providing additional comments for the surveys. "We can't change what we don't know." Zeitland instructed employees in meetings two years ago. "This is your opportunity to speak up. We're not looking for gripe sessions. We're looking for constructive analysis and grading for what we do and how we do it. This method assures thar everyone is heard. Every survey carries Wheeling laughed. "Maybe we can wrap him in gauze like the "Invisible Man." she joked. The joke appeared lost on Zeitland. "That invisibiliry leaves him disengaged. Look ar the comments." He scrolled down. "Here's a follow-up comment: Employee Engagementi Are you kiddingt And here's another: Advocacy I don't think and I don't believe anyone bere thinks be would ge to bat for us." "I know," Wheeling said. "On the other hand, many of their remarks indicate they consider him fair in areas like distribution of workload, and they score him decently in the area of follow-through in achieving company goals. But overall satisfaction and morale leels are low "That's what I don't understand." Zeitland commented. "Morale and productivity are normally so strongly linked. Morale in this case is blah, blah, blah, and yet these guys equal weight. Changes are coming to this organization. We want to make those changes as casy and equally beneficial as possible for everyone." Now, two years into the process, the culture was showing signs of changing and improving. "The results from last vear to this vear show overall manage to perform right up there with every other division in the company. So they're doing it. They just don't like it or find any sense of fulfillment." "Does Cam improvement," Wheeling said. "But for the second year, Cams survey results are disappointing. In fact, there appears to be a little slippage in some areas." Zeitland leaned back in his chair, paused, and looked at "Interesting question," Zeitland agreed. "So, how do we help Cam improve these scores in the coming yeart" Wheeling asked. "What positive steps can he take? I'd at least like to see an up-or-down vote-not all of this neutrality-on his management skills and job performance" the survey resultes on the screen. "I don't really understand it." Wheeling remarked. "I've talked to Cam. He seems like a nice guy-a hard worker, intelligent, dedicated. He pushes his crew, but he's not a control freak." "He actually implemented several of the suggestions from last year's survey," Zeitland said. "From all reports and my own observations, Cam has more presence in the Questions 1. Do you think Zeitland's desire for changes in culture are related to changes in the external environment? Explain. 2. What additional investigation might Wheeling and Zeitland undertake before settling on a plan of action? 3. In which quadrant of Exhibit 3.7 would you place Cam? What are some steps that you would recommend Cam consider to better connect with the employees who report to him? department and has increased the number of meetings. He appears to have at least attempted to open up communications. I'm sure he will be as baffled as we are by these new results because he bas pur forth effort." "Employees mentioned some of these improvements, but it's not altering the scores. Could it merely be a reflection of his personality?" Wheeling asked. "Well, we have all kinds of personalities throughout management. Hes very knowledgeable and very

Answer 1

1.Yes, I believe Zeitland’s desire for changes in culture are related to changes in the external environment. These changes include changes of the age of the work force, customer tastes, and changes in technology. Zeitland and his company have to adapt to the new changing environment. Zeitland wants to change the organization and have those changes be equally beneficial for everyone.

2. When speaking about the company surveys, Zeitland said, “we can’t change what we don’t know” so they should start are supervising Cam more. Although Zeitland has met Cam and thinks he is a nice guy, he hasn’t seem Cam doing his job as much as his employees have. They should investigate how Cam treats his employees and how he handles his position as a manager which includes but is not limited to Cam’s customers, employees, and management skills. The problem could be Cam keeps up with company goals but overlooks his employees and does not take use of the cultural leadership concept. He needs to be more of a cultural leader and show his employees a way of organizational culture that they can believe in, like, and find fulfillment in.

3. I would say Cam is in quadrant A. His performance is up there along with other divisions of the company so goals are being met but he is not upholding cultural values. He cares too much about meeting deadlines and is so goal oriented that he doesn’t pay enough attention to his employees. In order to better connect with his own employees, Cam should emphasize what he wants and how he wants things done, motivate, communicate. for the recommendation cam should consider the following work values in order to better connect with the employers who report to him. first is to have empathy, being an empathetic leader will give cam a chance to give understand, to relate and to be sensitive to his staff. and second is to praise his staff. a simple gesture will make a big difference to the moral of the employee.