Organization BehaviorWhat factors should have alerted Hogan to the problems that eventually came up at Fancy Footwear?
Organizations that benefit from superior performance always attribute its success to the excellent and determined workforce. Every organization at some point may experience underperformance and it is always the organization’s obligation to grapple with the underperformance for the better of the business. In fancy footwear, it is evident that the issue of underperformance became perceptible when Hogan took the managerial role. The following factors could have alerted Hogan on the problems that eventually became discernible in the footwear factory.
- Hogan could have perceived the factory’s upcoming problems the moment the employees began to exhibit avoidance behaviors. This is evident from the incident when the groups that had been formed by Hogan were sluggish in implementing and engaging in the group activities.
- Another important factor that could have alerted Hogan on the upcoming problems is the external attribution. Too much supervision and task interference by the manager made the employees become less motivated and uneasy, as a professional manager, Hogan could have noticed the causes of her policy changes in the factory from the uneasiness in the employees.
- Hogan could have identified future vulnerable problems to the factory by reading sighs of incompetence, in the case of fancy footwear; incompetence among the employees is evident from the incidents when the employees began pretending not to understand what group activities entailed. These sighs could have helped Hogan salvage the company that was deemed to fall.
- Hogan could have noticed the negative effects of her policy changes to the employees the moment the workers began being reluctant in their work, this could have not happened if Hogan had adopted the governing policies similar to those of Max Worth.
- Employee’s reluctance to change could have helped Hogan perceive future problems. The employees reluctance to adopt the new policies was a clear evidence that the company was going to fail is necessary measure could not be taken.
- The unwillingness of the employees to adopt the new culture could have been used by Hogan to identify the perceived problems to the factory. Employee’s unwillingness to adapt the new organization culture is evident from the point when they exhibited minimum group activity.
- The employee’s deviation from planned impacts and outputs could have helped the manager (Hogan) to detect the perceived problems to the factory. From the planned group activities, it is evident that the employees were unwilling to contribute; the objective s of these groups could not be accomplished in the end.
- Another warning sigh of the factory’s problems that could have used by Hogan is the employee’s apathy. The employees in the factory showed less activity and low level of engagement to the new policies, the employees showed no compliance to the group program initiated by the manager.
- Hogan as an early sigh of the perceived company’s problems could have used the lack of dependability on the employees. The employees were reluctant in engaging into group work.
Could Hogan have instituted her changes without eliciting a negative reaction from the workers? If so, how?
It is possible to institute changes to company’s operation without eliciting negative reactions from the employees (Nedless & crosson, 2010). The fancy footwear is no exception either. Implementing effective policy changes in a company can be a great challenge to a company especially where employees are used to a certain culture and mode of operation. Hogan could have prevented potential problems to the company by highly involving the employees in the changes she was willing to make from the previous management.
Effective communication in the factory between employees and the management could have aided in generating ideas for a better and a mutual policies to the company. Implementing change in the company using effective communication could have been easier since both the employees and the management share reciprocated goals and objectives.
Implementing change to the fancy footwear could have been efficient if Hogan the manager could take the initiative of explaining to the employees the reasons and aims of change. Hogan could have given the employees a chance to challenge her idea by asking questions. This could have helped the employees understand the intent of Hogan and why she wanted to change the mode of operation.
Hogan could have instituted the changes effectively by getting rid of the common obstacles, Hogan could have identified and erase impediments in the old procedures so has to make improvements from it, she could have done this considering that workers were already used to the old system procedures.
In order to avoid the negative outcomes due to the change, frequently asking questions about the employee’s progress could have helped Hogan sustain the change. Asking questions could have helped Hogan show the employees her concern and desire for the change.
Reference Files
Clark, J. (1993). Human resource management and technical change. London u.a, Sage.
Needless, B. E., Powers, M., & Crosson, S. V. (2010). Financial and managerial accounting. Mason, OH, South-Western Cengage Learning.
