Part A
A major engineering firm has introduced virtual teams around the globe to resolve client emergencies. Although some of these emergencies are routine (they occur often enough that the engineers have ready-made action plans), several are novel. Furthermore, information about the client emergencies often comes second hand from employees of the client, so some of the details are missing or ambiguous. Although the company plans to eventually offer a variety of communication media that these virtual teams can use, engineers are currently limited to email, telephone, fax machine, and an instant messaging program that was recently introduced.First, discuss media richness. Based on your knowledge of media richness model, how can this engineering firm maximize communication effectiveness with the existing resources in this situation?
Media richness describes the data-carrying capacity of medium of communication. It describes the volume of information that the communication medium can carry. Media richness also describes the variety in the type of information that a given communication medium can transmit at a given time. Communication media can be described as having a high richness if the media allows the transmission of multiple cues, if it allows the sender to get feedback promptly from the receiver, if it allows the sender of a given message to customize it so that it is most appropriate for the particular receiver, and if it employs complex symbols (McShane & Steen, 2012).
Considering these consideration, the face-to-face communication medium has the highest media richness. This is because it not only allows verbal and non-verbal communication, it also allows the sender of a given message to get feedback from the receiver. The media also has a high richness because the sender can customize the style, message, and also employ a complex language as it suits the situation (McShane & Steen, 2012).
Considering the available resources, the engineering firm can enhance the effectiveness of their communication practices by using a telephone more than the other media. The data carrying capacity of the telephone is larger than that of the other communication resources available. Clarifications can be sought and feedback given promptly over the phone than on any other of the resources available. The telephone as a communication media also allows the user to change the complexity of the language used to suit the characteristics of different receivers (McShane & Steen, 2012).
The engineering firm can also complement the use of the telephone with the instant messaging service. It is not as effective as the telephone. However, it is has a higher media richness than the other resources available the engineering firm. The volume of the information that can be transmitted using the instant messaging service is limited compared to the telephone. However, it allows the sender of the message to receive prompt feedback, especially if the receiver is on the other end at the same time (McShane & Steen, 2012).
Jane has just been appointed as purchasing manager of Tacoma Technologies Corp. The previous purchasing manager, who recently retired, was known for his "winner-take-all" approach to suppliers. He continually fought for more discounts and was skeptical about any special deals that suppliers would propose. A few suppliers refused to do business with Tacoma Technologies, but senior management was confident that the former purchasing manager's approach minimized the company's costs. Jane wants to try a more problem-solving approach to working with suppliers.Contrast Jane's and her predecessor's approaches to negotiations in terms of the dimensions of interpersonal conflict management style. Then explain whether Jane's approach will be effective or not, and how she might approach negotiations initially given the existing situation created by her predecessor.
Negotiation is an important part of supplier management. Negotiation is important because both parties are trying to get the best deal for themselves. The negotiation process helps the parties achieve the progress. The winner-take-all approach that was applied by Jane’s predecessor is an approach where one of the parties wins all and the other party losses everything. In the case of Tacoma Technologies Corp., the purchasing manager always tried to be the winner during negotiations. The purchasing manager pursued this objective aggressively. This was part of the reason why some of the suppliers were disgruntled and declined opportunities to go into business with Tacoma Technologies Corp. The interpersonal conflict management style employed by previous purchasing manager is different from what Jane is proposing in several ways (McShane & Steen, 2012).
One of the differences is that the previous purchasing manager showed no consideration for the alternatives or proposals given by the suppliers. Instead, he pressured them to get more discounts. The approach proposed by Jane is aimed towards a consideration of the mutual benefits of the two parties. The problem solving approach is aimed at arriving at the Best Alternative to a Negotiated Agreement. Another difference between the two approaches is that Jane’s approach is geared towards sustainability. It seeks to create a mutually beneficial relationship for a long period of time. It seeks to forestall any hiccups that might impede future business between Tacoma Technologies Corp. and the suppliers. The approach by the predecessor was self-serving and short-termist (McShane & Steen, 2012).
The proposed approach by Jane could be successful despite the challenges it faces courtesy of the relationship between the suppliers and Tacoma Technologies Corp. that was created by her predecessor. However, there is need for changes in the indicators of success. The approach of the predecessor was deemed successful because it led to a reduction in the costs for the organization. Her approach will not achieve the minimized costs that the predecessor achieved. However, changes in the indicators of success are necessary to accompany the change in approach.
Arnold Schwartz is a call centre team leader who is one of the best people in the organization for developing new employees in stressful call centre operations. Schwartz knows when to provide clear directions for new recruits and when to provide support and understanding when the workload seems overwhelming or customers are angry. However, Schwartz has trouble working with skilled and highly experienced staff members. Some complain that he looks over their shoulder too often and offers too much advice. Others suggest that he wants to listen with sympathy to their unfavourable customer calls even though they don't feel they need this support. The vice-president of call centre operations is concerned, based on this information, that Schwartz seems to be an ineffective leader overall even though he works very well with new recruits.Comment on the accuracy of the vice-president's conclusions about Arnold Schwartz, using a minimum of two of the leadership theories and models described in the textbook.
Even though Schwartz is very effective with the new recruits at the call center, there are concerns about his ability to work with employees who are skilled and experienced. This is the source of concern for the vice-president. The fear is that even though Schwartz works well with the new recruits, his ability to lead the call center is limited. While none of the two behaviors is a bad attribute in a leader, the appropriateness of the directive and supportive leader is dependent on the situation in which it is applied. Supportive leadership might be appropriate in a situation where directive leadership is inappropriate. It is up to the manager to discern the situation and determine what is required between support and directions (McShane & Steen, 2012).
The recruits and the skilled and experience team members in the call center have different needs. Research shows that experienced and skilled employees prefer directive leadership because it offers then clear objectives. However, this is not an indication that the experienced and skilled employees do not require the support of their leader. Research has shown that increasing supportive leadership results in a reduction in employee absenteeism, job dissatisfaction, turnover, grievances. The two leadership models are effective when used in appropriate situations. The consideration of the information shows that Schwartz is more of a supportive leader than a directive leader (McShane & Steen, 2012).
Even if that were the case, a consciousness of the fact that the employees have different needs and require these needs to be met by their leader would enable one to discern the situation to determine what leadership attributes are required. However, Schwartz does not appear to transition between the supportive leadership and the directive leadership to meet the needs of the various employees at the call center. It is the lack of this transition that causes the vice-president to brand Schwartz as an ineffective overall leader. Based on the information provided and considered, the vice-president is not entirely wrong, although more information is required to determine his absolute accuracy (McShane & Steen, 2012).
Part B
Contrast Hillton’s earlier corporate culture with the emerging set of cultural values (new culture).
After the replacement of the incumbents with a new council in 2008, Hilton underwent a transformation in its organizational culture. There were stark differences between the old culture and the new culture. One of the major and immediate contrasts in the two cultures was the early retirement of the city manager and two senior managers. Prior to 2008, no employee of Hilton’s municipality had been deliberately forced to early retirement or laid off. Another contrast in organizational values is the change from hiring and promoting internally (McShane & Steen, 2012).
When the city manager and the two senior officers retired early, the new council hired professionals from municipal corporations rather than promoting internally. The same contrast of values was replicated in the following year when the half vacant positions of long-term managers at Hilton were filled with employees from without the organization. Eight senior managers hired in the following two years were sourced from outside the municipality unlike previously when the promotions were done in-house. There was also a change in values towards cost control as compared to the previous culture where the managers exercised absolute autonomy (McShane & Steen, 2012).
In addition to sourcing employees from other corporation outside the municipality to fill vacant positions, the new culture also changed the manner in which in-house promotions were done. Previously, seniority was an important factor in the promotion of individuals. Under the new culture, promotions were given on merit rather on the seniority of the employees. Finally, the “outside” departments in the previous regime yielded a lot of power. The controlled the dominant positions in the management of the city. The got the biggest budget allocations. This changed when the most of the incumbent council was replaced. Under the new regime, the “outside” departments did not control the dominant positions as was the case previously (McShane & Steen, 2012).
Considering the difficulty in changing organizational culture, why does Hillton’s management seem to be successful at this transformation?
The change in the organizational culture is often met with internal resistance, a factor that adds to the already challenging task. The internal resistance alluded to above was experienced at Hilton even before the some of the employees were retired early. Nonetheless, the new management at Hilton managed a successful transformation of the organizational culture. This was possible despite the insurmountable challenges for a number of reasons. Firstly, the new council was elected into office on the platform of changing and improving the management of the council. The public expectation offered an incentive for the multiplicity of changes that were made to enhance the change in organizational culture (McShane & Steen, 2012).
The management was successful because the preliminary changes to enable the culture change were implemented from the top tiers of management. When the new council brought in a new city manager and two senior managers, they were sourced because they fit the envisioned dispensation in the management of the Hilton council. The fact that the top management sponsored the changes in management gave the policy and structural support needed for the culture change (McShane & Steen, 2012).
Another element that contributed to the success of the organizational culture change at Hilton was the communication from the senior management to the employees. Using newsletters and meetings as the medium for communication, the management communicated its expectations of the employees. For instance, one of the expectations was a superlative customer care. The city management also sought the support of the council before performing major changes. For instance the city managers sought the support of the council before laying off employees. The support of the council is important when implementing the changes in culture because it avails all the resources necessary to achieve the change. These are some of the factors that contributed to the successful management of a culture change at Hilton (McShane & Steen, 2012).
Identify two other strategies that the city might consider to reinforce the new set of corporate values.
The sustainability of the new culture at Hilton is based on the ability of the council to strengthen and entrench its values deeper into the fabric of the council. There are various strategies that the council can use to reinforce the corporate values under the new culture. One of the strategies is the alignment of the artifacts. The alignment of artifacts entails altering the mechanisms that help to install the core values of the new organizational culture. One recommendation that is consistent with this strategy is through storytelling and behavior (McShane & Steen, 2012).
Organizational leaders have found that story telling helps communicate the organizational culture and effectively keeping it alive. Storytelling helps reinforce the culture in the hearts and minds of the employees because they are constantly reminded of its values. The other aspect of the strategy is behavior. This is a call for the organizational leaders to create activities that result in lasting memories that symbolize and immortalize the cultural values of the organization. The alignment of artifacts also entails transferring employees who reflect the corporate values of the new culture into areas and operations within the organization where the reinforcement is required (McShane & Steen, 2012).
The management at Hilton can also apply the principles of the attraction-selection-attrition theory to strengthen the corporate values of the new organizational culture. The principles of this theory hold that organizations will naturally attract, hire, and retain the employees who share the values that exemplify the organizational culture. Such employees also possess the personality traits which are congruent with the character of the organization. The application of this strategy will result in an organization that is more homogenous that as was the case previously. The application of the strategy will also result in a stronger and resilient organizational culture (McShane & Steen, 2012).
Reference
McShane, S. and Steen, S. (2012). Canadian Organizational Behavior. McGraw-Hill Ryerson.
