As a consultant for Dakota press, you Recall the following notes of the tour and initial meetings with staff revealed: Multiple generations of workers team-up on projects. There seems to be a significant amount of tension amongst the staff. You saw staff members exchanging harsh words and appearing angry. The company has survived due to multiple mergers and consolidations. However, you remain uncertain how the diverse workforces were integrated. Also, although you didn’t write it down in your memos, you saw bickering! To your surprise, you found managers and department leaders arguing on three separate occasions. In your continuing role as a consultant, you decide to meet with non-managerial staff to discuss performance and perceptions. As expected, your earlier memos are confirmed; the discussion mentioned unrealistic and consistently missed goals. (And, obviously, this doesn’t settle well with the staff.) As you listen, you sense low morale, stress, and a desire for people to avoid the working environment. You end the meeting—professionally; however, you are concerned. Something is broken and you need to figure it out. Question: What recommendations would you make for helping Dakota Press to fix the issue happening in the company?

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

As a consultant for Dakota press, you Recall the following notes of the tour and initial meetings with staff revealed:

Multiple generations of workers team-up on projects.
There seems to be a significant amount of tension amongst the staff.
You saw staff members exchanging harsh words and appearing angry.
The company has survived due to multiple mergers and consolidations. However, you remain uncertain how the diverse workforces were integrated.

Also, although you didn’t write it down in your memos, you saw bickering! To your surprise, you found managers and department leaders arguing on three separate occasions.

In your continuing role as a consultant, you decide to meet with non-managerial staff to discuss performance and perceptions. As expected, your earlier memos are confirmed; the discussion mentioned unrealistic and consistently missed goals. (And, obviously, this doesn’t settle well with the staff.) As you listen, you sense low morale, stress, and a desire for people to avoid the working environment.

You end the meeting—professionally; however, you are concerned. Something is broken and you need to figure it out.

Question:

What recommendations would you make for helping Dakota Press to fix the issue happening in the company?

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