MGT600: Analysis of Management, People, and Teams for CST Company

This report examines the challenges faced by ComSyst Technologies (CST), a multinational company experiencing declining market share and internal issues related to employee management and team performance. The report delves into the importance of creating a high-performance culture, emphasizing clear communication of values, positivity, open communication, feedback mechanisms, and employee empowerment. It also addresses the need for building employee capability and performance through strategies like the McKinsey capability building approach. The report provides recommendations for CST, including implementing high-performance culture strategies and focusing on employee development, referencing successful examples like Bentos and Blackbaud. The conclusion stresses the importance of team building and employee capability to help CST regain market share, retain resources, and improve overall performance. The report includes a grading matrix assessing team member contributions.

Running Head : MANAGEMENT PEOPLE AND TEAMS
MANAGEMENT PEOPLE AND TEAMS
NAME OF THE STUDENT
NAME OF THE UNIVERSITY
AUTHOR NOTE

1Management People And Teams
Table of Contents
Background......................................................................................................................................2
Create a team based high performance culture................................................................................2
Clear communication related to the value...................................................................................3
Creating positivity.......................................................................................................................3
Open communications.................................................................................................................3
Feedback......................................................................................................................................4
Empowerment of the employees.................................................................................................4
Build employee capability and performance...................................................................................4
Recommendation.............................................................................................................................5
Conclusion.......................................................................................................................................6
References........................................................................................................................................7
Appendices......................................................................................................................................9
Grading Matrix............................................................................................................................9

2Management People And Teams
Background
This report will deal on the varieties of problems that ComSyst Technologies (CST) are
facing and will try to work over it and provide solutions to their problems. CST is the
multinational company who develops communication softwares and system developer to various
defence and also emergency service industries and they had their offices located in many part of
the world. CST has offices in Australia, New Zealand, The United States, Philippines, South
Korea and India.
CST is losing their market shares at a very fast pace and they have even lost few tenders
in the span of two years and thereby they have hired the consultancy firm to guide them to
improve their teams and its structure so as to increase their productivity and deal with the
problems that they are facing related to the poor employee management, poor employee
performance, key resource turnover ratios exceeding with all of them resigning and there are
poor retention strategies.
Create a team based high performance culture
It has to be noted that many companies are facing the similar problems where they are
continuously looking for that perfect culture into their company where the employees shall never
leave dissatisfied. Therefore, if the ex-employees are continuously accusing the company for
their toxic cultures can definitely have a negative impact on the brand the company establishes.
This is what exactly happening with the CST company where there lots of problems have
gathered together and the team is falling apart, which is leading to the lower performance.
Therefore, culture is most important part, since it is the foundation for the innovation in the

3Management People And Teams
future. The culture is something which is not written however, it dictates the environment of the
workplace and how the people working there, irrespective of all the levels, should behave.
In the high performance based culture employees are keener to go for their jobs and they
are likely to enjoy what they do, they feel counted and therefore overall it helps in enhancing
their performances. It lead to the foundation of low employee turnover rates, which means more
key resources and experienced people working, can be able to create a team backup, empowering
feeling when they feel they are heard and they are more likely to embrace the changes. In order
to create the high performance culture one has to do the following things very seriously and this
what the recommendation will go for the CST Company to create their high performance culture
(Boss, 2019).
Clear communication related to the value
Value creation and addition can actually help in the overall achievement of the
businesses. Since, it defines the behavior that is expected to be in the workplace day in and day
out and it is extremely important to communicate it with everyone on regular basis (Caputo,
Borbély & Dabic, 2019).
Creating positivity
The simplest way to do this is to have a habit of appreciating and rewarding those
employees who are matching up with the value set by the company. It will create a zeal in the
them to be more positive and altogether contribute in the high performance culture.

4Management People And Teams
Open communications
The flow of information between the top level to the entry level employees becomes
smooth when the company tries to adapt the open communication culture and it foster in
maintaining the high performance culture within the organizations.
Feedback
A culture where the feedback is collected at each level and genuinely are likely to open
up more properly and doesn’t bottle up things which might hit their performance. Transparency
in the feedback from the employees will help in finding out how the employees feel about the
culture of the organization and therefore it will foster improvement (Cole, Cox & Stavros, 2019).
Empowerment of the employees
Generally the employees are the decision taken and they have full faith in their leaders to
take up the decisions. However, sometimes even the employees feel that they also have some
inputs to give and in the culture where they can actually discuss thing and not just nod is high
performance culture. For this the manager needs to build up the trust, communicate the vision of
the company and allowing the freedom within the limit and lastly providing the necessary
trainings (Lundan & Li, 2019).
Build employee capability and performance
Many CEO realizes that there are capabilities gap in their organization and therefore they
need to address the situation. With respect to that the McKinsey capability building is the highest
rating approach that has enables the organizations to identify and to quickly build and find
measures to sustain the targeted capabilities which is required continuously to improve and
enhance the performances. It helps in enhancing the behavior of the employees and their

5Management People And Teams
mindsets. With the help of the learning theory it helps in shaping the capability development
around and inside the organizations. There has been various surveys that got conducted and
which light the fact that if this model is applied in the right way and if this goes well then this
capability building gets transformed into the performance improvements of both the employees
as well as the whole of organization. Therefore, many of the organization today link the
capability and the performance together. It focusses on reducing the gap related to the capability
and thus it further results in increasing and sustaining the capability building programs. These
programs are designed in such a way that it gets perfectly linked with the strategy of the business
(Lambrechts et al, 2019).
There are five principles that are required to be followed religiously for the purpose of
building capability which is aligned with the value and impact and strategy of the business
culture :-
 It focusses on the capabilities and behaviors that are linked specifically to the value
driven attributes of the company (Harris et al 2019).
 It focusses and address all the requirement that are needed by the individual as well as the
organizational and thereby focusses in the capability needs at both the level
 One had to focuses on the differences of their own organization culture and differences
and therefore the building method should be tailored in such a way to meet the various
requirement of the organization based on their uniqueness.
 Leveraging the actual work with the experiments and other learnings.
 With the help of processes, tools and people the capabilities are scaled and
instutionalised.

6Management People And Teams
Recommendation
Some examples of the successful implementation of high performance culture and
building employment capability and performance are Bentos and blackbaud both of them are
software based company and they have been really successful in implementing and sustaining
the culture of their respective companies thereby, increasing productivity of the businesses. This
should be implemented by the CTS in order to deal with their challenges and turn the worst into
good.
Conclusion
CTS should implement the methods as per what will suit their requirement. Team
building and building capability of their employees will help them be able to gain back their
shares, maybe able to retain their resources, can properly train their employees for the better
performance and lastly will be able to earn profit and reputation among such competitive market.

7Management People And Teams
References
Boss, R. W. (2019). Preventing regression in team building. Handbook of Organizational
Consultation, Second Editon, 139.
Caputo, A., Borbély, A., & Dabic, M. (2019). Building theory on the negotiation capability of
the firm: evidence from Ryanair. Journal of Knowledge Management.
Cole, M. L., Cox, J. D., & Stavros, J. M. (2019). Building collaboration in teams through
emotional intelligence: Mediation by SOAR (strengths, opportunities, aspirations, and
results). Journal of Management & Organization, 25(2), 263-283.
Harris, P. A., Taylor, R., Minor, B. L., Elliott, V., Fernandez, M., O'Neal, L., ... & Duda, S. N.
(2019). The REDCap consortium: Building an international community of software platform
partners. Journal of biomedical informatics, 95, 103208.
Hu, M. (2019). Does zero energy building cost more?–An empirical comparison of the
construction costs for zero energy education building in United States. Sustainable cities and
society, 45, 324-334.
Lambrechts, W., Gelderman, C. J., Semeijn, J., & Verhoeven, E. (2019). The role of individual
sustainability competences in eco-design building projects. Journal of cleaner production, 208,
1631-1641.
Lundan, S. M., & Li, J. (2019). Adjusting to and learning from institutional diversity: Toward a
capability-building perspective. Journal of International Business Studies, 50(1), 36-47.

8Management People And Teams
Mathieu, J. E., Gallagher, P. T., Domingo, M. A., & Klock, E. A. (2019). Embracing complexity:
Reviewing the past decade of team effectiveness research. Annual Review of Organizational
Psychology and Organizational Behavior, 6, 17-46.
Yang, D., Wang, A. X., Zhou, K. Z., & Jiang, W. (2019). Environmental strategy, institutional
force, and innovation capability: A managerial cognition perspective. Journal of Business
Ethics, 159(4), 1147-1161.

9Management People And Teams
Appendices
Grading Matrix
Member Name Maximum Teamwork
Mark
Average participation
1 Alex 20 3
2 David 20 4
3 Hansa 20 2
4 Steward 20 5
5 Lucifer 20 1
For the purpose of identifying the contribution of the team members grading matrix has been
prepared and here all the grades has been given on the basis of the scoring 1-5 and therefore,
each of the five participants have worked well on this group assignment, everyone has their own
set of contribution and as per the rubrics the highest scorer has been Steward who has proved to
be the leader of the team , who has shown all the qualities of being a true member who not only
perform, however also evaluated every member’s performance. The lowest scorer of them all
being Lucifer who didn’t seem to be person who feels very comfortable working within a group
and therefore he is more of a single player and not a team player.

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