Contemporary Management: Case Study Analysis and Recommendations

This document presents an in-depth analysis of two case studies in contemporary management. The first case examines the impact of a strong organizational culture, exploring conflicting values between HR and management regarding employee attrition. The analysis provides recommendations for effective organizational culture development and highlights key management competencies. The second case study focuses on employee retention challenges in a competitive environment, discussing the importance of motivational strategies and growth opportunities. It offers advice to managers on retaining talent and emphasizes the role of management competencies in the VUCA world. The document references relevant literature to support the analysis and recommendations, providing a comprehensive overview of contemporary management challenges and solutions.

Running head: CONTEMPORARY MANAGEMENT
Contemporary Management
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Table of Contents
Case Study 1: Can a strong culture be too strong?.....................................................................2
Conflicting Values.................................................................................................................2
Advice for Sudhir and Indira..................................................................................................2
Management Competencies...................................................................................................3
Case Study 2: In a world of pay.................................................................................................3
Conflicting Values.................................................................................................................3
Advice for Renate Schmidt....................................................................................................4
Management Competencies...................................................................................................4
References..................................................................................................................................6

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Case Study 1: Can a strong culture be too strong?
Conflicting Values
The conflicting value at stake in the case study is the fact that the “Love Culture”
which has been created within the organization Parivar to enhance the engagement level of
the employees within the decisions made by the management team has increased the attrition
rate of the organization. Furthermore, it is true that the organization has experienced immense
growth in the recent times yet the turnover rate of the concerned organization has increased
by more than 35% in the recent times. The HR Indira of the organization is of the viewpoint
that the intention of Sudhir to make the organizational culture of the organization a caring
one wherein the employees would feel at home is adversely affecting the work of the
employees. This is one of the main reasons for the high turnover rate of the organization.
Sudhir, on the other hand, is of the viewpoint that the use of this particular culture has helped
the organization to gain a significant amount of success in the recent times. Thus, it can be
said that Sudhir and Indira share conflicting views and this has resulted in the diverse
problems that the organization is facing at the currently.
Advice for Sudhir and Indira
The best manner in which Sudhir and Indira can move forward and work for the
effective growth of the organization is to develop an adequate organizational culture within
Parivar. The individuals of the present times have become much more concerned about their
professional and private lives and thus do not like to mingle the two (Pinho, Rodrigues &
Dibb, 2014). Furthermore, the organizational culture that is being followed within an
organization has a direct impact on the job productivity and the job satisfaction of the
employees (Pinho et al., 2014). The concept of job satisfaction is important since if the
employees are not satisfaction with the kind of job that they are doing then it is more likely

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that they would leave the concerned job (Laforet, 2016). Thus, the creation of an effective
organizational culture within the organisation would help not only the management team of
the organization but at the same time the HRM team of the organization in a significant
manner.
Management Competencies
The case study highlights the importance of the use of effective organizational culture
within the framework of an organization. Furthermore, as per the changing role of the leaders
and the managers in the VUCA world this becomes even more important since it is seen that
the integration of an effective organizational culture improves the job productivity of the
employees. This in turn makes the work of the managers or the leaders much easier within
the organization (Valmohammadi & Roshanzamir, 2015). The managers and the leaders thus
need to have the required insight so that they identify the requirements of the employees and
develop an effective organizational culture on the basis of this factor (Pinho et al., 2014).
Case Study 2: In a world of pay
Conflicting Values
The case under discussion here highlights the problem of the retention of the talent
individuals within the fold of an organization. The talented as well as the top performing
employees always look for new avenues of growth and most of the time it is seen that the
organization with which they are related fail to offer them such kind of opportunities. Thus, it
is seen that these employees after working for a brief period of time within an organization
and finding that the organization is not being able to provide them with enough growth
options decide to quit and move on to their competitor organizations who provide them with
better packages as well as opportunities. The conflicting value in this particular case for

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Renate Schmidt is the fact that she is being unable to retain Anne Prevost, one of the most
talented employees of the concerned organization.
Advice for Renate Schmidt
Renate Schmidt in order to retain the talented individuals within her organization can
create various kinds of growth opportunities wherein they would be able to have growth
options not only in terms of financial aspects but also in terms of performance as well.
Furthermore, she can also take the help of various precepts of employee motivation to
effectively motivate the employees of the organization so that they not only feel the urge to
perform in a much better manner but also to stay with the organization (Aguenza & Som,
2018). This is important from the perspective of the organization since it will not only help
them to have a higher growth rate but also the turnover rate of the organization would be very
low (Shah & Asad, 2018).
Management Competencies
In the particular context of the VUCA world, wherein the roles of the managers and
the leaders are changing, the management team of an organization needs to take the help of
effective motivational strategies. Through the effective use of these strategies they would be
able to not only retain the talented individuals within their organization but also to encourage
them to perform better (Cloutier, Felusiak, Hill & Pemberton-Jones, 2015). This is important
from the perspective of the business enterprises since their business performance depends on
the individual productivity of the employees (Cloutier et al., 2015). Furthermore, the creation
of new kinds of growth opportunities would at the same time help the various organizations
to not only retain their existing employees but also to attract new talented individuals to their
organization (Aguenza & Som, 2018). In addition to these, recognizing the hard effort of the
employees as well as rewarding them in an effective manner would also help various
organizations in a significant manner to retain the performing and the talented employees of

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their organization. To make the role of the leaders and the managers much more easier the
organization can also provide various kinds of designations to the top performing employees.
This will motivate them in a positive manner to contribute towards the growth of the
organization and thereby reduce the rate of employee turnover.

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References
Aguenza, B. B., & Som, A. P. M. (2018). Motivational factors of employee retention and
engagement in organizations. IJAME. Retrieved from
http://www.managementjournal.info/index.php/IJAME/article/view/233
Carlos Pinho, J., Paula Rodrigues, A., & Dibb, S. (2014). The role of corporate culture,
market orientation and organisational commitment in organisational performance: the
case of non-profit organisations. Journal of Management Development, 33(4), 374-
398. Retrieved from https://www.emeraldinsight.com/doi/abs/10.1108/JMD-03-2013-
0036
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The Importance of
Developing Strategies for Employee Retention. Journal of Leadership, Accountability
& Ethics, 12(2). Retrieved from
http://www.m.www.na-businesspress.com/JLAE/Pemberton-JonesEJ_Web12_2_.pdf
Laforet, S. (2016). Effects of organisational culture on organisational innovation performance
in family firms. Journal of Small Business and Enterprise Development, 23(2), 379-
407. Retrieved from https://www.emeraldinsight.com/doi/abs/10.1108/JSBED-02-
2015-0020
Shah, M., & Asad, M. (2018). Effect of Motivation on Employee Retention: Mediating Role
of Perceived Organizational Support. European Online Journal of Natural and Social
Sciences, 7(2), pp-511. Retrieved from
http://european-science.com/eojnss/article/view/5280
Valmohammadi, C., & Roshanzamir, S. (2015). The guidelines of improvement: Relations
among organizational culture, TQM and performance. International Journal of

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Production Economics, 164, 167-178. Retrieved from
https://www.sciencedirect.com/science/article/pii/S0925527314004228