Partexceltron
Analysis
The analysis of the company’s history revealed an unfair recruitment process by management, which prioritized family relationships over company interests. Furthermore, the consequent conflicts were badly managed and generated a harmful snowball effect with a series of problematic events that seriously destabilized the internal structure of the company and almost caused its collapse.
Although Martin finally revealed himself as a key component of the organization – despite his lack of qualifications – his recruitment was too abrupt and happened without the necessary team preparation. Furthermore, he was placed to cover an important role from the very beginning, undermining the existing leader in charge at the time, who had a lot of experience and was very involved in company affairs. A soft integration in the company would have been more advisable: in this way, Martin would have started to realize how the organization works from the bottom up, and the whole process would have been supported by the more senior member of the operation department.
On an organizational level, the most evident point is the general lack of internal communication, both on a horizontal and vertical basis. There is no fluidity of communication within the managerial team; every member takes decisions without consulting the other leaders and above all without a deeper analysis of the real consequences of decisions. The importance of meetings is underestimated and there is no time schedule set up for them.
Furthermore, vertical communication is almost completely absent and is only one-way: for instance, on one occasion a team leader had just communicated a decision or
1
change when at that point the action from that decision had already been implemented. This shows that there was no staff involvement in the whole process. As a consequence of this, dangerous rumours and misunderstandings were born, generating an unpleasant work climate and a gradual disintegration of company
The analysis of the company’s history revealed an unfair recruitment process by management, which prioritized family relationships over company interests. Furthermore, the consequent conflicts were badly managed and generated a harmful snowball effect with a series of problematic events that seriously destabilized the internal structure of the company and almost caused its collapse.
Although Martin finally revealed himself as a key component of the organization – despite his lack of qualifications – his recruitment was too abrupt and happened without the necessary team preparation. Furthermore, he was placed to cover an important role from the very beginning, undermining the existing leader in charge at the time, who had a lot of experience and was very involved in company affairs. A soft integration in the company would have been more advisable: in this way, Martin would have started to realize how the organization works from the bottom up, and the whole process would have been supported by the more senior member of the operation department.
On an organizational level, the most evident point is the general lack of internal communication, both on a horizontal and vertical basis. There is no fluidity of communication within the managerial team; every member takes decisions without consulting the other leaders and above all without a deeper analysis of the real consequences of decisions. The importance of meetings is underestimated and there is no time schedule set up for them.
Furthermore, vertical communication is almost completely absent and is only one-way: for instance, on one occasion a team leader had just communicated a decision or
1
change when at that point the action from that decision had already been implemented. This shows that there was no staff involvement in the whole process. As a consequence of this, dangerous rumours and misunderstandings were born, generating an unpleasant work climate and a gradual disintegration of company