One of the departments of Block Industries Ltd. is headed by a manager who is responsible for approximately 50 professionally qualified staff, plus ancillary workers. Section heads look after groups of between four and seven members of staff. The previous manager was keen, understanding and strict; he closely observed performance, weaknesses and strengths of each staff member. He commended what he observed. The services offered by Block Industries Ltd were efficient and highly regarded. Staff used to take part in many discretionary activities such as involvement in public affairs and voluntary unpaid overtime work. A year ago, a new manager was appointed. The new manager, trained in a famous business school, appears to be cold and aloof. He immediately promoted two section heads to be assistant managers, one in charge of public relations, the other in charge of administration to be responsible for the newly introduced weekly performance reports and briefing meetings. Since the appointment of the new manager, 30% of the staff have left the organization and the rest have gradually ceased all their discretionary activities. There is now a policy of positive non co-operation adopted by employees. Required: Identify five causes that might have led to the prevailing situation and suggest the ways in which the situation can be corrected

Causes of the derailed human resource situation in the company
i. Lack of a clear policy on managerial promotion and transfers
ii. Lack of essential human and networking skills on the part of the new manager
iii. Lack of a sense of belonging among most employees; the new manager appears partisan in his management of organizational affairs
iv. Resistance to change.

Possible corrective interventions include:
i. As a matter of immediate concern, the board should rescind the decision to hire the new manager and higher another one through a more careful and stakeholder- inclusive approach
ii. Clear reporting relationships should be instituted by the board to narrow down any misunderstanding on roles as well as authority-responsibility relationships
iii. Performance appraisal systems should be re-evaluated and especially the goals to be achieved through their use should be clearly spelt out.
iv. Train the new managers on interpersonal relations also the assistant managers could be trained on communication and leadership



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