Discuss About The Employees Satisfied With Their Job Roles?
The following paper focuses on the fact of the different issues that arose within the organization. The organization chosen to complete this assignment is Yellow Auto. This organization has been regarded as the car dealer of the famous automobile company, Renault. As Renaiult has a good worldwide market and it dominates most of the regions in many countries, the same goes with Turkey too. The company Yellow Auto was designed to help the customers who thrive for automobile industry parts. The customers have been increasing in the place they had operated. The area that they served was Bergama, which was a small town near Izmir, considered as one of the biggest cities in Turkey. The condition was much favorable for the company as they got good profits. Later on, problems began to arise and it affected the productivity and sales (Chan, Li & Pierce, 2014). These things hampered the company’s growth rate as a whole. The problems that arose in this situation will have to be discussed in this paper.
Identification of problems
The Yellow Auto had been facing many problems that had affected their business in large ways. These problems had cause great losses and hampered their profit in great many ways. The situations turned in such a way that the style of leadership of their top leader Can Sale. According to the case study, the two sons of the founder Deniz Sale took over the business and they took control of the management of the company. The two sons, Can Sale and Caner Sale had put their assertion in the management procedure so distinctively that the decisions and the opinions of the employees and the heads of other departments were scarcely looked after (Blankenship, 2017).
As a result, some serious problems had begun to arise within the company. The employees were not at all satisfied with the ways they were treated. They wanted more freedom to take important decisions so they could justify their job positions (Mowday, Porter & Steers, 2013). The numerous problems that had arisen had its root in the wrong management processes that was occupied by the top management consultant Can Sale. His daughter Asli Sale was given the duty of the sales director after it was noticed that she was worthy of working with people. These problems were of different kinds like cultural, technological and based on structure as well.
Here, the cultural issues define the problems and issues that arose because of adopting a wrong organizational culture (Alvesson, 2017). Any company that adopts a wrong organizational culture suffers from different managerial problems on the long run. At the beginning when Can and Caner Sale took over the management control from their father, they had set up the structure and the departments in a good manner. They had employed more employees that counted up to 52 as they shifted their company to Izmir.
The different departments that were divided between the employees were general administration, sales, marketing, in-store sales, active sales and many others (Tanner & Raymond, 2012). These departments were designed to act effectively and make profits for the company. Unfortunately, the departments could not cooperate with each other and the Can Sale used to interfere all the matters regarding any issue. The employees and the managers had a lack of understanding and communication between them. The employees even bypassed Asli Sale and wanted to work directly with Can Sale as they knew Can Sale would interfere in their works at a point of time. The in-store sales team and the active sales team had a conflict between them that added fuel to the burning issue of communication problems. The employees were also not satisfied with the physical conditions of the warehouse and the office. They were discontent about the job satisfaction as well. The customers were also not happy with the behavior of the employees of the company (Sirianni et al., 2013).
There were some technological problems in the organization as well. The job roles of the sales team employees indicated them to make the calls to the potential customers and take the replies of the customers on note. These things would help them to keep a register of their progress in capturing the market. On the contrary, these phone calls were of no use because those phone calls could not be monitored effectively. The regular phone calls were not useful as well since the entire database of the company was backdated (Cherry & Jacob, 2016).
The physical condition of the organization was very unhygienic and the heating and ventilation system of the company was not proper as well. No technological support was sought by the top management. The inventory control in the modern times has to be computerized but this was not the case there (Cherry & Jacob, 2016). There were no computers to manage the inventory control. As a result of this, there always seemed to be missing parts in the inventory counts as they were either lost or stolen. On the other hand, spare parts personnel were unable to know the exact inventory levels. The repair of the spare parts was delayed because of these problems.
Some problems in the structure of the organization were also being faced by the Yellow Auto. The company could not imply the proper policies for the customers as well as for the employees. The structure was divided into many parts but the confusion had arisen between them so the conflicts were there as well (Hill, Cronk & Wickramasekera, 2013). Yellow Auto could not follow the rules and regulations dictated by the Renault in the issues of financial reporting, customer satisfaction, achieving the target sales and many more. They could not set their target segmentation markets effectively that resulted in the loss of customers. If they had set those things properly, they would have set their target audience by their age, education and income level. The employees were not properly educated for the job roles they were performing then. The sales department became the rivals of each other and the same thing occurred between the after-sale services and spare-parts departments.
The change within the company began from 2001 with the help of the management experts and a team of academicians (Hayes, 2014). The change for good was always welcome and the employees would feel better if the conditions improved within the organization. The team spirit had to be improved and the participation of the employees and the other departmental heads had to be taken into account as suggested by the expert tea. This type of change must be transformational rather than transactional. If the employees would be given the exact tasks according to their expertise, they would be benefitted highly (Belbin, 2012).
It is almost without any doubt that the employees should not show any kind of resistance in the change within the company. The employees have been victims of much injustice within the company for the autocratic leadership of Can Sale. The employees have long been waiting for a change in the proceedings that have been prevalent in the past years (Boddy, 2014). This would give them the opportunity to do what they want and share their thoughts about the tasks to be performed. This free minded thought process of the employees would be very helpful indeed. This is why they have welcomed this change.
There have been many benefits of working with the management experts as the external change agents. Those experts have a high degree of qualification to direct on how they could change the management running systems to develop the conditions in this critical challenging scenario. This would be very interesting indeed. The experts have sorted out some ways about the ways to change the management process and improve it (Goetsch & Davis, 2014). The improvement in the management includes participation of the employees in the decision making process, the job satisfaction of the employees is an interesting fact that the employees are much concerned about. The employees will feel relieved as they will be able to view their important opinions (Goetsch & Davis, 2014).
Summary of the entire matter
The entire case study has focused about the different issues and challenges in the Yellow Auto. The changes to curb these problems have been addressed in the case study as well. The different challenges include the cultural, technological and structural challenges. The organizational culture of Yellow Auto has many faults within itself. The top management consultant can Sale has not been able to direct the approaches in the proper way (Goetsch & Davis, 2014). The technological problems include the absence of computers in the inventory control. The structural issues like the job dissatisfaction issues and other factors have been identified as well. The miscommunication between the employees and the management is also a relevant problem in the organization.
The paper can be concluded by saying that despite efforts from the management, Yellow Auto has been running in loss because of the different kinds of challenges addressed. The management of the company will be in great distress because they have directed their approaches in the wrong way. The technological approaches have to be well directed so that Yellow Auto can keep proper records of their new inventory. The employees have to be provided with job satisfaction and the leadership style has to be changed from autocratic to transformational.
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