MNG82001: Organizational Society Case Study on Leadership Management

This case study presents a real-world scenario within a telecommunication organization, focusing on the challenges faced by a new manager, Rock, and the strategies implemented to address them. Initially, the organization experienced a decrease in productivity and an increase in employee attrition due to changes in management style and team structure. Rock's initial approach, which involved a transformational leadership style and centralized decision-making, led to employee dissatisfaction and a loss of motivation. However, through a process of restructuring teams, providing recognition, and empowering employees, Rock was able to improve productivity and reduce attrition. The case study highlights the importance of understanding organizational culture, adapting leadership styles, and involving employees in decision-making to foster a positive and productive work environment. The assignment also includes a discussion of the issues that threatened Rock initially and the steps taken to overcome these challenges and increase productivity.

Running head: ORGANIZATIONAL SOCIETY
Organizational Society
Name of the Student
Name of the University
Author Note

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Case Study
Introduction
The following case study talks about an issue of a reputed organization and the
possible strategies and methods to overcome it. In organizations, various challenging
situations threaten the business and lack of proper remedy leads to closing the organization. I
am currently working in an organization in the telecommunication industry. The size of the
organization is medium which accommodates approximately 300 employees. The
organization was doing fine when I had initially joined. After a span of three months in the
organization, a growing tension was noticed. As I was very new to the company, I was
unaware of the issues prevailing in the organization. After about three more weeks, I was able
to figure out the loopholes in the organization.
Changing manager for better results
A new manager was appointed for taking care of the operations. Initially the
productivity and the work were coordinated between the managers and the teams. The
turnover of the company gradually started to decrease. The retention rate of the employees in
the organization has increased extensively. The board of directors and the managers started
investigating to find out the reason behind this. In two weeks of time, they were able to figure
out the root of the problem. Earlier, the team leaders managed the teams and they were
supposed to directly report to the authority. The scenario has change after the new manager
has taken over. The employees did not feel motivated enough to cope up with the new
circumstances in the organization (Shibboleth Authentication Request 2019). They believed
that complications will arise due to this. The team leaders were also de-motivated as they
were asked to report to the new floor manager and then to the director. Thus, the employees

2ORGANIZATIONAL SOCIETY
did not give a warm welcome to the new manager. The new manager Rock was an
enthusiastic person but his ways of leading teams were quite different from that of the
previous managers. In the previous organizations, where Rock had worked, he had a
successful career. He had given outstanding performance as a team leader. In order to get
acquainted with the new organization, ethics, values and the employees, he had called
everyone for a meeting and discussed the new strategies and methods he wanted to apply in
the organization. He did not take insights from the employees and the team leaders about
their job role and the concerned issues they were facing in the organization (Namada 2018).
The enthusiasm of the employees was crushed. Rock thereafter decided to take in charge of
the all the aspects of the team. He decided the targets and objectives of the team members in
order to reach the goal of the organization. The rights of improvisation were entirely taken
away from the employees. Rock believed that this change in the work process would increase
productivity and channelize the work of the teams in a certain direction. What he did not
expect was the sudden increase in the retention rate and decrease in the level of production.
Almost 50 employees left the organization. He was deeply concerned due to increased
attrition rate. He started investigating the matter and find out the causes behind it. After a
week’s time, he had realized that the employees were not satisfied with the implementation of
the new strategies. The employees previously were satisfied with their jobs. Rock thus
decided to re-structure the strategies to succeed in his job. He thereby implemented new
strategies in order to overcome the problems. He reshuffled the teams and put the members
having similar skill set in one team. It was effective until the time; Rock had decided to take
online tests at the end of every week to evaluate the knowledge of the employees. Strict
actions were taken by Rock in case of successive bad performance of an employee (Zacher
and Rosing 2015).

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Win-win approach
He knew, the disagreements will soon turn into agreements with little patience and
understanding. After 6 months of time, the employees started cooperating with him. In the
meanwhile, a huge task had come up to the company that needed the support and hard work
of all the employees. The team started working together and pulled off the project
successfully. The team leaders had also cooperated in executing the project. Eventually, at the
time of annual appraisal, the directors were pleased with the performance of the teams. The
performance of each individual was also enhanced. The directors congratulated Rock but no
rewards or recognition were given to the team members (Schippers, West and Dawson 2015).

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Question1.
What were the issues in the team that has threatened Rock initially?
When Rock had joined the organization, the operating teams were quite old. They
were accustomed to certain work pressure and organizational structure. That was the major
challenge faced by Rock. The members of the teams had been working with each other for a
long time and they reported to the same team leader for years. They refrained from dealing
with any other senior except for their respective team leaders (Shibboleth Authentication
Request 2019). Thus, the joining of Rock, made the employees to think that their freedom
was getting curbed. Team leaders also faced similar issues in the organization. Earlier they
had the right to take decisions of their respective teams but after Rock had joined, the team
leaders also had to report to their senior authority. Moreover, the online tests taken for
understanding the knowledge of the employees acted as the man factor for their de-
motivation (Sun and Pan 2011). The employees, who failed in successive online tests, had to
go through strict consequences whereas the employees who had performed outstanding were
not rewarded or recognized. They were not appreciated in the organization. The board of
directors awarded the team leaders but the team effort was ignored. Appraisal was not given
to the team leaders who increased the rate of attrition in the organization. Moreover, the
transformational leadership style of Rock did not convince the employees to work according
to the new changes made in the organization (Sun and Pan 2011). The employees had a rigid
mentality which took a year for Rock to change. The task were allotted depending on the
skills of each employee which acted in favor of Rock.

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Question 2.
What steps were taken by Rock to overcome the challenges and increase the
productivity of the organization?
In the previous company, Rock had always followed the inspirational leadership style. After
joining this organization, he thought that transformational leadership process would help the
company. The organizational structure did not change for years before that. Teams were re-
shuffled and members with same skill set were put together in one team. This strategy later
on had helped the company to improve the productivity and reduce the attrition rate. Rock
knew that the entire change in the structure would be accepted and adopted by the employees
with time (Graves, Sarkis and Zhu 2013). Another aspect that decreased the retention rate of
the company was the lack of job satisfaction of the employees. Thus, Rock had decided to
give recognition and awards annually to the best performers of the organization. He also
announced that two of the best performers would be provided with holiday coupons. He
introduced certain fun activities on the weekdays and half-day leave on Saturdays. These
strategies were highly motivating the employees and they started accommodating their
opinions and honest efforts in all the tasks (Graves, Sarkis and Zhu 2013). The huge project
executed successfully by the team member and the team leaders under the guidance of Rock
had changed the impression of the new manager. Rock has also given the authority to the
employees to choose certain tasks. These were the major steps taken by Rock in order to
control the rate of attrition.

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References
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