BUS-210 2-3

docx

School

Southern New Hampshire University *

*We aren’t endorsed by this school

Course

210

Subject

Business

Date

Jan 9, 2024

Type

docx

Pages

Uploaded by CaptainHornetPerson971

Ryan Hetu BUS-210 12 March 2022 Initially the director of retail operations asked me to evaluate the reason for the team’s overall drop in productivity and to make recommendations for the team’s improvement. Upon meeting with both the team members and management there are a few glaring perceptional problems and some procedural ones as well. These perceptional problems are feelings of micromanagement, misalignment of team member’s skills and the task assignment, and managers feeling tied to a process that has been set out for years in the company. The procedural problems are how productivity and efficiency are measured on both a management and team member level. First, there is a feeling of micromanagement on the part of the managers towards the team members. Though likely not the intention, perception can be reality and there is a procedural issue backing up the claim. Team members are sent a task list each week and are required to document everything in detailed timesheets daily to cross-reference the task list. Second, team members feel that they are mismatched when it comes to their skills and the tasks they are being assigned. As a result, there is a feeling of resentment and growing stress level between the team members. Third, the management team feels that they are tied to procedures and processes that have been rooted in the company with no real room to maneuver to apply their own or team member strengths. This has caused many unresolved issues which the managers are stating is one of the leading causes of the drop in productivity and efficiency of the retail team.

Overall, the problems identified are certainly explanations of the drop in productivity and efficiency but are by no means crippling to the retail team or the company. Specifically addressing the egregious procedural issue, the daily detailed timesheets and the separate email explaining any deviations from the assigned task lists need to stop. These are time sinks and are solely in place to shift the blame onto the team member when productivity is lower than expected. Instead, I would hold two short meetings at the beginning and end of the work week. In the beginning of the week meeting managers can layout the weekly task lists and how they see these tasks being completed as well as the metric of success for the week. Team members can volunteer to take the lead on certain tasks which will increase productivity of the team by allowing the team to focus on their personal strengths. In addition, the team members can identify potential issues that may arise, and management can begin work on solutions should that issue occur. The end of the week meeting is for management to restate the metric of success that was stated in the beginning of the week and compare it to what was attained. Management then outlining what they saw went right and what went wrong with the team that week so that all can learn from mistakes and successes of the team overall. Team members should be involved in this conversation so they can voice their opinions and complaints so that the team can keep short accounts and minimize the buildup of resentment and stress. If management and team members set aside time for these two meetings per week it will address the procedural issues that I discovered as well as addressing the team member’s various feelings of micromanagement, misalignment of skills to task assignment, and will remove the perception of managers being tied to time honored processes inside the company by doing something new.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Related Documents

BUSI Law LA6 .docx

LA 3 Manegerial Finance 2023. (1).pdf

BUSI Law LA3 .docx

BUSI Law la1 .docx

topic-approval-form-passed-assignment-for-the-first-assignment.pdf

BUS-210 1-3 Journal Entry.docx

WAngeloCOOPPlanningFinalDraft.docx

WAngeloRolesandResponsibilitiesWithinManagementStructures .docx

WAngeloRolesInMassCare.docx

Chapter 03 How Securities Are Traded A.pdf

1st Elevator Pitch.docx

WAngeloPublicInformationAnnouncement.docx

Recommended textbooks for you

Management, Loose-Leaf Version

Management

ISBN:9781305969308

Author:Richard L. Daft

Publisher:South-Western College Pub

Understanding Management (MindTap Course List)

Management

ISBN:9781305502215

Author:Richard L. Daft, Dorothy Marcic

Publisher:Cengage Learning

Purchasing and Supply Chain Management

Operations Management

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Cengage Learning

Principles of Management

Management

ISBN:9780998625768

Author:OpenStax

Publisher:OpenStax College

SEE MORE TEXTBOOKS

Recommended textbooks for you

Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub
Understanding Management (MindTap Course List)
Management
ISBN:9781305502215
Author:Richard L. Daft, Dorothy Marcic
Publisher:Cengage Learning
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Principles of Management
Management
ISBN:9780998625768
Author:OpenStax
Publisher:OpenStax College