Analyzing Management and Communication Issues: BBM3 Course Report

This report examines a case study involving management and communication challenges within a company, focusing on the issues faced by an off-site team. The report identifies the primary problem as the manager's reliance on electronic communication, leading to misunderstandings and conflict among team members. It highlights the need for face-to-face meetings and improved communication strategies to resolve issues and build trust. The report analyzes the type of conflict present, which is identified as managerial conflict, and proposes actions for managers to take, including investigating employee needs and restructuring work delivery. The report also discusses the problems with the off-site team, emphasizing the need for structured meetings and clear agreements on program management. The conclusion emphasizes the importance of aligning company principles and values to improve off-site work arrangements and maximize production. References from academic sources are included to support the analysis and recommendations.

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Introduction
The rules of management are expected to change when managers are carrying supervision
of employees they irregularly meet face to face. Apparently, communicating over electronic
means is not preferred. Messages over the electronic media may not be powerful as those
impressed one on one since they don`t express feeling, facial expression and body language
(Alexander et al.,2015,p. 13) At least for telephone calls, a person’s voice can be felt. The
application of voice mail is outdated. And email is even poorer due to its impersonal nature.
Even though it is fast enough, it is not a good way to bring people together and solve
complicated organization problems of it its quick speed (Bovée and Thill, 2012).
Craig`s main problem and possible remedy
Craig's main problem is that he does not see the need to change his behaviour towards
managing his team. In other words, Craig does not see the need to meet with his team physically.
Instead, he relies on electronic means of communication so as to communicate with other team
members. He did not realize that in an environment of that sort, organizational issues that may be
easily solved in physical meeting end up escalating and go out of control. A mixed-up series of
communication by voicemails, emails and in person has created confusion in the company.
Craig`s casual approach in leading the team has created enmity in the team. The formation of
formal organization management is essential in any flexible environment (Cascio 2018). Craig`s
technique is focused to meet with and exchange information with the team member who is in the
office most of the time. This is literally poor management, and it is wrong to have relied on email
to respond (Certo, 2018).

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Unfortunately, Craig reverses the problem. He must now focus on the future to provide a
solution to the problem. Prior to meeting with Penny and Allison in their scheduled meeting, it is
important that he solicits information concerning the team members` situation. For example, he
is supposed to inquire if the feeling by team members towards Allison is the same. During the
meeting, he is should lead the meeting with a lot of openness, particularly uniting the team
members to regain trust and loyalty of the two female members and the whole team in general.
At the end of it all, he can decide to promise about appointing a new team leader in the following
meeting. Even after the meeting, Craig is supposed with employees more often. It is because
rarely meets the team regularly for interaction. Neither does he trust the team members
themselves interact among themselves. He should meet with the team members at least once
during the week so as to stop the problem of disconnection. Moreover, it is up to the team
members to submit status report each time they make updates. That way, the meeting and the
written reports are able to give information and give feedback. Also, he will be better placed in a
position to identify any developing problem.
Type of conflict evident in off-side team and action by Craig and Maggie.
The type of conflict evident in the off side team is managerial conflict. Evidently, the
company has no specific way of assessing its employees, which means it cannot tell if employees
are fit for positions or not. The unhealthy tactics by management normally encourage employees
to involve alternative programs to mix together with other personal benefits (Costas and
Kärreman 2013, p. 35). If anything the company does not offer elaborate guidelines that give
direction about work and when they are allowed to carry on with other activities. Additionally,
the program has no process to even spare time for physical interaction. The problem worsens
when participants rely on electronic means of communication like emails and voicemails.

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Almost every company adheres to a set of rules that include both focus on the clients and
employers (Daft et al, 1998, p. 123-139). In this incident, both parties, the clients and employees
are irrelevant. The program dwells more on quantitative benefits; which imply shorter cycle time
with bigger client loads. This is not possible since the program is getting undermined by other
problems like communication breakdown and the workers are set up by a process that does not
yield.
Craig and Maggie should take particular actions to solve the conflict with the offsite
team. First, they must investigate the strength and developmental needs of their telecommuters
and then restructure the manner of their work delivery. Of course, there are alternative steps to
grant employees with work-family balance as they wish by allowing them to deliver effectively
in their mission. There could be sharing the job, working part-time and telecommunicating still
remains a worthwhile technique if the organization take the appropriate corrective actions. By
carrying out an interrogation of the employees' condition and comparing the outcomes, with
work progress, then Maggie and Craig what is known us a process consultation. Such an activity
is a significant factor in a successful alternative work program.
Problem with the off-site team that makes it inactive.
The problem with the off-side team is that telecommunication has completely gotten out
of hand. This implies, in order to solve the problem both employee and managers are expected to
take part in structured meeting that will carry out few activities. The meeting should put down
the challenges of working in an outdated style. The meeting too should develop a detailed
agreement on program management, touching particular issues like giving back reports. Finally,
it should bring out a consensus that accountability is surely shared for the success of the

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arrangement. These pints are not really complicated nor different in a special way but critical to
the achievement of an alternative work arrangement plan.
Conclusion
In conclusion, the problem between Penny and Allison can still be corrected. Despite the
fact that the program in the corporation seems disorganized, still, coming up with a better
alternative work arrangement plan is apparently possible for the company. Much focus has to be
put on the company principles and values to ascertain there is much proper alignment among
workers and the work schedules. In addition, the initiation of stages to reshape it to its currently
messed up program is all that the company requires making a positive progress. Whenever an
organization has well-stipulated policies and guideless then, it establishes a firm training
program in practice and definitely off-site work arrangements can lead to maximum production
by the firm. (Koprowska 2014; Treem and Leonardi, 2013, p. 143-189).

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References
Alexander, Valerie, Colleen Havercome, and Bahaudin G. Mujtaba. "Effectively managing
employees to get results in a diverse workplace such as American Express." Journal of Business
Studies Quarterly 7(1) (2015): 13.
Bovée, C.L. and Thill, J.V., 2012. Excellence in business communication. Pearson Higher Ed.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Certo, S.C., 2018. Supervision: Concepts and skill-building. McGraw-Hill Education.
Costas, J., & Kärreman, D. (2013). Conscience as control–managing employees through CSR.
Organization, 20(3), 394-415.
Daft, Richard L., Juhani Sormunen, and Don Parks. "Chief executive scanning, environmental
characteristics, and company performance: An empirical study." Strategic management journal
9(2) (1988): 123-139.
Koprowska, Juliet. Communication and interpersonal skills in social work. Learning Matters,
2014.
Treem, J.W. and Leonardi, P.M., 2013. Social media use in organizations: Exploring the
affordances of visibility, editability, persistence, and association. Annals of the International
Communication Association, 36(1), pp.143-189.