In: Operations Management
CASE Study :
Soltis & Sons is a management consulting firm that is attempting to grow its business by targeting small businesses that are run by women or immigrants. In pursuing this strategy, the company has hired employees of other cultures whose first language is not English. Many of these employees are under 30 and they do not have college degrees. While this effort is leading to a workforce that mirrors the clients, the company finds that employees and managers are experiencing difficulties communicating with one another. This leads to misunderstandings and a decrease in productivity and customer satisfaction. For example, if a manager gives instructions about completing a certain task to an employee who fails to fully comprehend the instructions, the employee may make mistakes.
The director of Human Resources is considering whether or not to offer some type of training, yet none has been offered to date. She thinks some employees may be
impacted by negative stereotypes associated with a lack of work experience with people from different cultures. She also noted that some work teams do not like to be
supervised by younger people of color. A few employees quit over this issue and management is trying to decide what to do.
Using the 3-Step Problem-Solving Approach and the Organizing Framework, how can Soltis & Sons address the problem?
Step 1: Define the problem. What are the gaps between the desired outcomes and the current state?
Step 2: Identify causes of the problem. Remember, the diversity climate is an important situation factor. There are also relevant processes across the individual
level (perception, attributions, and psychological safety), the group/team level (group/team dynamics), and the organizational level (options to manage diversity).
These inputs and processes have critical outcomes.
Step 3: Make recommendations for solving the problem. What options does Soltis & Sons have?
Word count should be more than 600 words( total of 3 steps ) .
Please help me !! Thank You.
Answer:
In reference to the above case study, the following are the proposed arrangements:
Stage 1:
As we can see, Soltis and Sons are facing challenges identified with the administration of a socially and expertly differing workforce. The desired outcomes would be finished harmony, clear correspondence, collaboration and participation among employees, high retention rate at all levels to guarantee the most ideal support of end customers. The current state is that of disharmony, increased attrition, continuous inner conflicts and broken chains of correspondence
Stage 2:
Identify the reasons for the issue. Keep in mind, the diversity atmosphere is a significant circumstance factor. There are additionally applicable procedures over the individual level (perception, attributions, and psychological safety), the gathering/group level (group/team dynamics), and the authoritative level (alternatives to manage diversity). These information sources and procedures have critical results.
The primary cause of the issue can be viewed as:
a. Lack of appropriate acceptance and training on change: The middle-level administration should have been drafted and prepared on the explanation, significance for presenting a social diversity within the association.
b. Lack of investment of cross-utilitarian groups in objective setting and hiring choices: The cross-useful groups appear to have little contribution to the recruitment of new staff. In addition, they appear to be ignorant and rather excluded during the objective setting exercise
c. Misalignment in the association versus individual objectives: The organization's objectives and individual objectives seem to differ in this situation. There is almost or no commonality that is set up
d. Individual personal bias, perceptions: As pointed out in the case study, numerous representatives especially reporting supervisors, tenured peoples in the association are not happy to work with/under people of color or people more youthful to them with a lot lesser work understanding and qualifications.
e. Existing groups, power centers: Many representatives appear to be working from existing safe places used to working with similar individuals after some time. Regularly associates become a close acquaintance with one another past work. There are barriers worked to anybody new attempting to enter such a dynamic
Stage 3:
Make proposals for tackling the issue. What choices do Soltis and Sons have?
a. Mitigating language barriers by recruiting translators or offering language preparing to existing workers. Some current employees may really think that its rewarding to gain proficiency with an extra language without going through any cash. Expelling language boundaries will assist workers with conveying all the more regularly and freely with each other
b. Introduce principles of compassion and Non-Violent Communication: Employees should be locked in and acquainted with standards of empathy and peaceful correspondence especially in various settings. There could be a bunch of exercises and workshops arranged with a blend of individuals from various social backgrounds.
c. Include employees in dynamic and objective setting, if impractical to do so reflectively Induct workers on the objective for what reason is it significant, advise them that customer administration is of most extreme significance
d. Social Exchange Program: An intra-association social trade program could be composed to assist individuals with finding out about one another's societies, practices and offer positive encounters