The Strident Company Case
Strident Company Case
Problem being faced by Strident
Strident is a company which underwent a transition in its top management. The company was previously managed by Bernie Jacob, who was the founder, but later, his son Alex Jacob took over the leadership of the enterprise. When Alex took over, the company was still successful, but because of increased competition from other property management companies, Strident found itself struggling to keep up with the high standards.
There was also a lack of commitment from the employees, as they were still operating under the old rules set by Bernie (Alex’s father). They were reluctant at adopting Alex’s challenge towards improving the service level at the company. There was also the issue of poor …show more content…
Employees who worked under Bernie had created an informal group. The informal group seemed to share a common valuation of themselves. For instance, employees such as Sue Black, Rebecca, Joe Flack, and Marlene Hut were the leading employees during the leadership of Bernie and these employees were trusted by Bernie. Hence, Bernier would always compliment them for their work. This informal group already had their established way of doing their job. Attempting to change the status quo is likely to contribute to the situation. Therefore, Alex must first acknowledge the existence of the group dynamics through this informal …show more content…
The employees seem to mistrust each other and therefore are unable to work as a team. They are reluctant at accepting the changes that are taking place at the company. The employees want to maintain their older ways of doing things, like coming to work late and leaving earlier, concentrating on their personal issues more, therefore are absent most of the time and disregarding the new rules set by the new manager.
On the other hand, the manager does not clearly communicate the goals of the firm. His goals are not specific. Hence, everyone interprets the goal differently. For instance, at the meeting, the manager tells employees that they should cooperate without arguing and to put better determinations and begin taking pride in their work. These objectives are vague; they do not enforce a spirit of accountability to each employee (Turner, 2014). Also, the goals cannot be measured. For instance, how will the manager know whether the staff is taking pride in their work or putting more effort- what is more equated
Problem being faced by Strident
Strident is a company which underwent a transition in its top management. The company was previously managed by Bernie Jacob, who was the founder, but later, his son Alex Jacob took over the leadership of the enterprise. When Alex took over, the company was still successful, but because of increased competition from other property management companies, Strident found itself struggling to keep up with the high standards.
There was also a lack of commitment from the employees, as they were still operating under the old rules set by Bernie (Alex’s father). They were reluctant at adopting Alex’s challenge towards improving the service level at the company. There was also the issue of poor …show more content…
Employees who worked under Bernie had created an informal group. The informal group seemed to share a common valuation of themselves. For instance, employees such as Sue Black, Rebecca, Joe Flack, and Marlene Hut were the leading employees during the leadership of Bernie and these employees were trusted by Bernie. Hence, Bernier would always compliment them for their work. This informal group already had their established way of doing their job. Attempting to change the status quo is likely to contribute to the situation. Therefore, Alex must first acknowledge the existence of the group dynamics through this informal …show more content…
The employees seem to mistrust each other and therefore are unable to work as a team. They are reluctant at accepting the changes that are taking place at the company. The employees want to maintain their older ways of doing things, like coming to work late and leaving earlier, concentrating on their personal issues more, therefore are absent most of the time and disregarding the new rules set by the new manager.
On the other hand, the manager does not clearly communicate the goals of the firm. His goals are not specific. Hence, everyone interprets the goal differently. For instance, at the meeting, the manager tells employees that they should cooperate without arguing and to put better determinations and begin taking pride in their work. These objectives are vague; they do not enforce a spirit of accountability to each employee (Turner, 2014). Also, the goals cannot be measured. For instance, how will the manager know whether the staff is taking pride in their work or putting more effort- what is more equated