The Milinder Recycling Company has experienced significant growth over the past two years.
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Get Help Now!Due to this growth, the company is currently encountering problems in the following areas:
- Especially among new hires, there is an extremely high turnover rate.
- People who have worked for the company for short periods of time (sometimes only a few months) have been promoted to management positions. Several of these new managers lack sufficient management experience. This has led to poor leadership and weak communication between employees and managers.
- Briefly discuss two different options for addressing these problems.
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Please see response attached (also presented below), as well as one article that you might find helpful. I hope this helps and take care.
RESPONSE:
Case Scenario:
The Milinder Recycling Company has experienced significant growth over the past two years. Due to this growth, the company is currently encountering problems in the following areas:
- Especially among new hires, there is an extremely high turnover rate.
- People who have worked for the company for short periods of time (sometimes only a few months) have been promoted to management positions. Several of these new managers lack sufficient management experience. This has led to poor leadership and weak communication between employees and managers.
- Briefly discuss two different options for addressing these problems.
The two suggested strategies are about people management.
1). Employ transformational Leadership style
A manager’s most important, and most difficult, job is to manage people. In people management, the manager must lead, motivate, inspire, and encourage them. Sometimes the manager will have to hire, fire, discipline or evaluate employees. In other words, people management is about leading, motivating and encouraging employees. It is also about hiring, firing, disciplining and evaluating them. For articles and links of best ways to handle these people management issues see http://management.about.com/od/people/.
One of the most under-rated ingredients to delivering significant performance improvement is the power of transformational leadership. For example, most organizations today are under tremendous financial pressure. Dramatic improvements demand more than incremental change, yet many managers lag behind as “incremental leaders.” It seems that this is the problem for the Milinder Recycling Company who has experienced significant growth over the past two years. The experienced managers at Milinder Recycling Company probably know how to deliver small, step-wise gains, but the competitive and regulatory environment of the recent growth of the company is demanding breakthrough gains. To add to this, managers are being promoted without the necessary training and experience necessary for optimal performance. Key ingredients for delivering more-than-incremental performance improvement and a decrease in turnover rate for new employees are breakthrough thinking coupled with a culture of enthusiasm for radical change. To create these missing conditions, the Milinder Recycling Company would need transformational leadership. But contrary to popular belief, many of the key attributes of transformational leadership can be learned through appropriate leadership initiatives (i.e., management may need to attend seminars and career development as discussed in the second strategy).
Transformational Scenario/Opportunity:
Symptoms
· Low staff morale with high turnover
· Strained relations between key players
· Important performance initiatives don’t seem to gain traction
· Culture of suspicion and/or blame
Achievable Results
· A culture of enthusiasm and high morale (i.e., transparency, open communication, encouragement through unity and initiatives, flattened organizational structure)
· Active participation in change initiatives from …
