|Type of paper:||Essay|
|Categories:||Management Human Resources|
Case Study: London Borough of Barnet Housing Department: A culture that is customer-driven
The case study depicts how Barnet Council launched a major project in 2008. The project was called "Future Shape" and it entailed involvement and collaboration between the organization and the community. At the time, Pam Wharfe became a member of the council assuming the position of the new Assistant Direct of Housing and Environment. However, the way things were run elicited frustration from most of the staff claiming their views were not heard. Pam Wharfe should have ensured that the staff appropriately involved through best practices to avoid resistance to change.
The project was focused on the provision of high quality and joined-up services. Consequently, emphasis was also on determining new ways of service delivery that enhance quality at reduced costs. However, this change was met with some resistance from most staffs which had their reflection on culture change. They expressed frustration on how their ideas were not heard and that they were being disempowered due to reduced control concerning the services received by the customers. There was increased skepticism on changing job roles, and the lack of redundancies changed the staff perception.
Change in organizations is often met with resistance from staff who think the roles they used to play may be phased out. Pam Wharfe would have done more to ensure that change was received well. First, it would have been important to engage the staff that was opposed to change (Marker, 2012). By ensuring they give their input which gives them a feeling of assurance that they are still part of the team. There should be the effective engagement of the employees which shows them that their ideas and concerns are heard (Marker, 2012). Lastly, there should be effective communication with the staff which explains the visions, goals, and expectations.
In the implementation of this change, some of the pitfalls to look for include poor communication and excessive top-down direction (Schnitker, 2009). It is important this transformation is approached with a strong insistence on communication. Additionally, there should be more interaction since successful change is an outcome of top-down steering integrated with bottom-up involvement. In essence, the staff should be consulted so that they can have a feeling that they are part of the change.
Case Study: Managing Global and Workforce Diversity; Culture Shock
The case study depicts Warren Oats relocation to Japan from the United States. He was a successful executive for an American Auto Supplier. To show his prowess, he decided to take up a new challenge which was to lead the company in attacking Japanese market. However, upon arriving in Japan, they expressed their American demeanor which only resulted in their frustration. Culture shock can be described as a feeling of uncertainty or confusion when one does business in a society that is not similar to their own. This is what the Oats experienced in Japan. The main problem that was made by the Oats was that they did not do enough research concerning the culture of the market the company was investing. They should conduct enough research on how business is conducted.
The biggest mistake that the Oats made was not during their residence in Japan but before they left for Japan. They did not do sufficient research concerning the Japanese culture. Every culture mistake they made was avoidable through necessary research. They assumed that the American culture is similar to the Japanese culture. It is a common case that when Americans travel, they experience culture shock especially since American culture is very accepting. Concerning the Japanese culture, they made some mistakes. First, the Oats were direct and straightforward, but the Japanese culture values indirectness and relationship building. According to the Japanese, they were demanding and had no understanding that how things are done is more important than what is done. Warren was perceived as impatient in the first meeting.
Having some recommendations for Warren and Carol is important. In avoidance of the culture shock, it would have been best if they did enough research on Japanese culture and how business is conducted. It is also important to follow the rules, process, and systems since they are of utmost essence (Culture Shock, n.d). Additionally, patience is crucial since it allows the build-up of relationships. The courtesy and patience can be misinterpreted as lack of interest, but it is their way of ensuring there are commitment and desire from their partners.
Ensuring this would help parties being misinterpreted and suffering culture shock. Sufficient research would ensure that individuals have an appropriate understanding of the culture they are investing. For instance, in the Japanese culture, Warren and Carol would have not that patient, and following rules is critical. They would have invested in establishing relationships before presenting the main agenda of their business.
Case Study: Managing People and Organizations; Humanized Robots?
This case study depicts Helen who took her father's business after his death. Contrary to how her father conducted the business, she decided to change how things are done particularly how the employees are treated. The company employees are not motivated as they used to, and their performance has reduced. To improve employees' motivation and ultimately performance, Helen should apply appropriate motivation strategies and make her employees feel valued.
The problem the company is facing is that Helen cannot command cooperation from the employees. Unlike her father, she is unable to motivate the employees appropriately. Helen does not understand the principles of teamwork and has the perception that success is an individual effort. Additionally, she lacks people skills in that she doesn't understand that employees are an essential resource. She does not consider the human efforts and employees' degree of motivation. In the end, Helen figures a strategy which will not work since her focus is on the monetary context of the business disregarding the human aspects of her employees.
In evaluating this case, it is evident that Helen has disregarded employees' motivational techniques that her father used to employ. It would be important to employ employee motivational strategies since it ensures that workers are committed enough to see the ideas of the company become a success. First, it would be important to maintain open communication with the employees (Burton, 2012). Employees are more apt to take a keen interest in the success of the business when they feel valued and that their ideas are being heard. Additionally, it would be important for Helen to reward the employees for their performance. Employees will be motivated by the company success when it translates into material success for their welfare (Burton, 2012).
Employee motivation is an essential ongoing activity for a leader. It is evident that Helen is inexperienced and prone to making mistakes which might lead to de-motivation of the employees (Meyer, 2018). There are some pitfalls that she needs to avoid as she is trying to motivate the employees. Today's employees are more enlightened and will not be motivated by meaningless words or monetary rewards (Meyer, 2018). Helen needs to learn what motivates her employees and then align their goals with that of the employees. When spending on employee rewards it is important to ensure that it is mostly about things that employees would need and use. In addition to the employees being motivated, Helen also needs to be motivated to help them.
Burton, K. (2012). A Study of Motivation: How to Get Your Employees Moving. [online] Spea.indiana.edu. Available at: https://spea.indiana.edu/doc/undergraduate/ugrd_thesis2012_mgmt_burton.pdf [Accessed 17 May 2018].
Marker, A. (2012). 10 Strategies You Can Use to Overcome Resistance to Change. [online] Opwl.boisestate.edu. Available at: https://opwl.boisestate.edu/wp-content/uploads/news-A_Marker_Handling_Resistance_to_Change_v4b.pdf [Accessed 17 May 2018].
Meyer, R. (2018). Motivation Mistakes Inexperienced Leaders Make and How to Avoid Making Them. [online] Sans.edu. Available at: https://www.sans.edu/cyber-research/management-laboratory/article/meyer-russell-mgt421 [Accessed 17 May 2018].
Schnitker, C. (2009). SIX COMMON PITFALLS TO CHANGE: AND HOW TO AVOID THEM | Law Practice Division. [online] Americanbar.org. Available at: https://www.americanbar.org/publications/law_practice_home/law_practice_archive/lpm_magazine_articles_v35_is3_pg37.html [Accessed 17 May 2018].
Sunypress.edu. (n.d.). Culture Shock: East Meets West. [online] Available at: http://www.sunypress.edu/pdf/52940.pdf [Accessed 17 May 2018].
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