CASE STUDY QUESTIONS

Barry has noticed that Pinnacle Custom Homes Sdn Bhd isn't the cheerful, pleasant place of work it used to be. Back when he was building six homes a year, everyone appeared to be dedicated to meeting deadlines, controlling costs, and keeping customers highly satisfied. But over the past two years, the company has grown to 15 houses and added two new employees. Now it seems like everything is falling into pieces and going downwards: Deadlines are missed, mistakes are made on the houses, and work has to be redone. In addition, no one wants to accept responsibility for mistakes, and everyone blames someone else. Barry has also noticed that tempers are shorter, and he even has found himself resolving territorial disputes between departmental functions.

Yes, people may have become burned out from the increased work, but Barry had hired additional help in both the office and the field and had increased salaries to keep pace with the market. But a lot of the fun and spark has gone out of the work, and Barry feels a distinct lack of enthusiasm or camaraderie in the ranks. Barry understands that most organizations are a reflection of the people in charge. If the top is disorganized, frazzled, and dispirited, then so is the rest of the operation. In addition, the law of entropy ensures that all organizations tend to run down over time and need a periodic rejuvenation. And, like everything else, such rejuvenation has to start from the top. Barry first needs to ask himself some questions. When was the last time he got everyone together to communicate his vision of the company, where it was going, and where it needed to shift resources? Is he good at two-way communication, listening as well as talking? Or has he become so wrapped up in day-to-day operations that he doesn't have time to pay close attention to the needs of his staff?

When Barry hired the two new employees, did he hire them as assistants to the existing personnel, or did he simply toss them into the frying pan to see if they could swim in the hot oil? Did the way he hired them to make the existing employees feel insecure about their place in the organization? Does he have a mentoring program in place, where more-experienced employees can assist the new hires and inculcate corporate values and acceptable office procedures?

A recent survey of managers and employees across the country provides an interesting insight into the changing work environment. Employees were asked to rank 10 factors that affect job satisfaction, in order of importance to them. Managers were asked to rank the same factors. The managers responded as you might expect; they rated good wages as the most important criterion, followed by job security. But the employees' responses were surprising. The most important factor was work that keeps you interested. The second most important factor was the appreciation of work done. Good wages was rated eighth out of 10 factors.

QUESTION

1. From the case above, discuss the issues in which Barry and the company could face in the long run if immediate action is not done to rectify the problem.
2. Elaborate in detail the possible solutions Barry, as a leader, need to implement in order to overcome the problem that the company is currently facing.
3. What are the problems which you think would occur if Barry wants to implement the methods you have discussed in question (b) above in the workplace?