In: Operations Management
Situation 3: Laura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.
Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months.
Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects the same from her staff.
Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the agency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura’s "glass half-empty" conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available.
As staff become distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget.
I advice Laura to improve her leadership skills through being more transparent with the employees which will help her in securing their trust and confidence thus helping in reducing turnover . I recommend her to use her appealing personality and motivational power for increasing the loyalty and commitment among the employees through attracting their attention by providing various benefits and incentives. She needs to reflect and maintain an image of genuine and concerned leader so that her employees are ready to pit efforts for her and increase their performance and commitment towards organization.
Managers should try to improve their management skills through formulating such policies and programs which will help attracting, retaining and motivating the employees. The policies should suit match the interests and preferences of employees and managers should providing more guidance and support to the employees in their tasks and activities so as to improve performance and help them in meeting targets.
.
Laissez Faire style of leadership will prove effective in this situation as it will provide enough scope of flexibility for employees in their working hours , job methods, responsibilities etc which will attract new employees and top talents. Providing enough discretion to employees in their work will help to increase innovation and creativity in the organization and thus making work mote interesting and challenging for young minds. This on one hand will decrease turnover and also help in attracting new talented employees.
.
.
Thanks dear student... Hope this helps... Good luck, rate if satisfied :)