The dynamics of a company and its inner workings have been explained in the first part of the case study, where it has been elucidated that a lack of proper structuring and screening mechanism can lead to inflated sale predictions and as a result, Losses for the firm.
The dynamics of group and interpersonal interaction that come into play in the case study show the different rates of trust building among contemporaries from different departments in the same company and also the potential conflict that arises in an individual out of resentment of being left out of a responsibility in an organization.Group Formation
The formation of the task force was handled by the top management as sign of responsible action by the top officials, which is a method to increase trust of employees in the management of the decision making capability of the company. The members of the task force were chosen while keeping their capabilities, position and level of recognition among different arms of the company in mind. Bacon was chosen to head the task force by the CEO and his contemporaries due to their trust in his abilities and previois experience related to the feild. Holt was chosen for his seniority in the firm and the respect he commanded across the silos of the company. These factors were expected to prove valuable with respect to the efficiency of the task force in penetrating different groups of employees across the company and have a continuous interaction with all the departments.
The lack of inclusion of market managers and the appointment of their subordinates to the task force shows that the top management viewed them to be resistant to change and a hindrance to the functioning of the group according to expectations. The conflict this creates among the departments is demonstrated at the meeting of the group, where the neglected members criticize the work of the task force without proper knowledge of what had been done.
Group workings and challenges
Probable factors for the losses reported by the company can be innumerable, the most common being lack of proper communication channels between different factions of the company. The setup of a task force by senior management was most likely a way to get rid of this problem within the company, among finding any other potential constituents to the problem at hand.
The company management had appointed Michael Bacon as the head of a task force with the objective to look into the marketing department of the company to find potential solutions to combat the rising losses of the company. Reiss and Holt had also been chosen due their special traits which they’d bring into the team and were given specific responsibilities.
The lack of cohesive interaction in the first meeting of the task force was a result of the lack of familiarity among the members. Bacon set the norming in relation to information flow in the group and responsibilities were assigned among different members, which were accepted by all. As time progressed in to working of the group, some members began to form more harmonious relationship among each other. On the other hand, Meir had been gradually cut-off from the rest of the group due to lack of interaction and the nature of the task he was assigned to perform.
Meetings between Bacon and Meir deteriorated their trust toward each other as Meir constantly reminded Bacon that they were not of the same internal group of the company and the information which Bacon received from the grapevine in the company made him believe that Meir and his superiors were unhappy about being ignored for the responsibility that he had been given. This situation did not let professional respect cultivate between them. Meir also levelled blame on his subordinates for hiding important information from him, which made Bacon believe further that he was not a person to be trusted. This can also be considered an example of loafing as Meir probably didn’t gather the information he was assigned and preferred that his subordinated take the blame for his lack of efficiency.
On the day of the group meeting with the top management, the lack of interpersonal trust among the members of the task force is noted to considerably affect the result of the activity they were tasked with. The members from the market department did not show proper respect to the work of other members and took unnecessary shots at others on the task force. This was an example of passing blame in the group where a section of members, unaware of the efforts put into the job at hand by others went on to impose their views on the group as a whole, disregarding the utility of the work done.
Later, Bacon came across Meir trying to obtain confidential information from the report that Bodin had given to Bacon. The discovery of the leak of major report points from the report to Cornelius marked a major breach of trust in bacon’s mind about Meir and his intentions toward the success of the findings of the task force. The lack of commitment that Meir had shown on keeping the information on the report a secret constituted to the gap in communication he created against Bacon, putting Bodin and Bacon in risk of professional disgrace.
Misinterpretation of information came from Reiss as she lay accusations on Bacon of unethical practices and warned him of unpleasant consequences without hearing his side of what has transpired. An example of trust-reducing behavior, this could further lead to loss of trust and co-operation between Bacon and Reiss in the future and harm the efficiency of the company. Threatening another employee in the organization also constitutes a serious breach of comfort and can severely harm the functioning between the individuals in question
Bacon can try to serve as a better leader to get all of his staff under the same roof with respect to their objectives and inculcate a better sense of ethical responsibility. If that is not acceptavle, a more commonly acceptable leader can be appointed.
Levelling blame on coworkers should be strongly deterred by the top management as leakage of such thinking among management can severely diminish morale among lower teir employees.
Manager and employee feedback can be a beneficial tool in ironing out any untapped gaps in the chain of command and increase the sense of inclusivity amidst the workforce.
No organization, big or small, is without potential of improvement in functioning, growth and employee satisfaction. The management of Aston Blair should employee the standard procedures to promote inter department communication and trust-building, enforce strict measures to ensure unethical practices are condemned and find new avenues towards maximizing efficiency of handling task at hand and productivity.