The case throws light on the day of Ed Worthy who is the General Manager at Techno Greats. Ed is shown to be an extremely dedicated and motivated employee with a brilliant career spanning ten years with Techno Greats. He started his career as a researcher in Vancouver and in the next three years, he was promoted as a lab supervisor. Two years post that, he became assistant to manager and from the last one and a half year he has been serving as an assistant to GM in Calgary.
The case explains how Ed has been unable to work on an investment and stock option idea conceived two years ago. He aspires to provide for a simpler procedure of recording numerous blood tests and finalize a new courier partner for the firm. He put these three things on his agenda for the day. However from the time he entered the office till he left late, his plate was completely full and found himself too busy to focus on either of these tasks. His time was spent in discussing brochures with Jean, communicating with Jill, taking feedback from every supervisor, helping Jon find extra storage space for chemicals, reviewing a researcher, discussing the new marketing plan with the marketing director, approving purchase orders, analyzing regulatory changes with health and safety supervisor, sorting enquiries from hospitals and medical schools, handling few HR concerns, answering Vice president’s questions on the launch of phase 2 trials, attending a number of conference calls and similar planning and organizing activities for different departments of the organization.
On his way back, he has been frustrated for not being able to work according to the agenda and realized that the strategically inclined tasks are taking a back seat owing to other small projects as mentioned above (Azanza, 2013). This makes him feel that he is unable to justify the role of an executive in the firm (Nooraie, 2012). Another thing which has been bothering him is the lack of time that he is devoting to his family.
From the case study, three major problems have been brought to notice:
It is slightly difficult to put a finger at the root cause for all these problems as usually such major problems are caused by two or three combining factors. However, it can be noticed in the case that Firstly Ed is unable to prioritize his work and focus on more important tasks. He is a top level executive and it is imperative that managers decide which work requires their attention.
A top level manager requires conceptual skills because he is hired to perform strategically important tasks. Second cause behind these problems is excessive dependency of other employees on Ed due to him being the point of contact for everything. The case indicates that Ed is contacted for brochures, to help find temporary storage, to discuss poor performance of a non-managerial employee, to decide work timings of a field placement student and to check stock etc. This is a major issue as every department considers Ed a one stop destination for all their problems. This high level of dependency is making Ed unable to focus and prioritize his work (Nagano, 2014).
a. Strategic tasks would be completed
b. Increased efficiency
c. Saves time
d. Organized work
a. Small tasks may remain undone
b. Might bring about a cultural change as currently everyone goes to him.
a. Organized work
b. Relieves Ed of clerical work
c. Prioritization of work
d. More leadership roles
e. Saves time
f. Increased efficiency
a. Training of new leaders will take time.
b. Cultural change
c. Implementation of this strategy will take time as it is a long term strategy
d. Increased costs in the short term.
Option 3: Clarity of role
a. Priority of work
b. Increased efficiency
c. Saves time – no wastage of time on unimportant work
d. Strategic tasks would gain priority
e. Ed’s performance would be judged based on executive tasks
a. Small tasks will remain undone
b. Will create confusion
c. Ed has a personal connect with employees
d. Who will do the tasks if not Ed.
e. Reduced team work
After in detail scrutinizing the three options presented above, it has been noted that increasing points of contact in the office will help the most and is the best way forward. This will begin by creating more leadership roles in the organization, training them and ensuring that they are the best decision makers of their particular field (Bryman, 2013). This will have three major advantages:
Once the decision has been implemented, it is imperative that the success of this decision is accurately measured. The following steps will be taken to identify the success or failure of this decision:
Azanza, G., Moraine, J. A., & Moller, F. (2013). Authentic leadership and organizational culture as drivers of employees’ job satisfaction. Revista de Psicología Del Trabajo y de las Organizaciones, 29(2), 45-50.
Barak, N., & Lehmann, D. (2013). U.S. Patent No. 8,554,776. Washington, DC: U.S. Patent and Trademark Office.
Bryman, A. (Ed.). (2013). Leadership and organizations. Routledge.
Day, D. V. (Ed.). (2014). The Oxford handbook of leadership and organizations. Oxford Library of Psychology.
Goodwin, G. C., & Graebe, S. F. (2017). Work-Life Balance. In A Doctorate and Beyond (pp. 179-185). Springer International Publishing.
Hargreaves, A., Boyle, A., & Harris, A. (2014). Uplifting leadership: How organizations, teams, and communities raise performance. John Wiley & Sons.
Isaacs, D. (2016). Work?life balance. Journal of pediatrics and child health, 52(1), 5-6.
McClelland, D. C. (2013). That urge to achieve. Readings and Exercises in Organizational Behavior, 70.
McClelland, D. C. (2015). Achievement motivation theory. Organizational behavior, 1, 46-60.
Millán, J. M., Hessels, J., Thurik, R., & Aguado, R. (2013). Determinants of job satisfaction: a European comparison of self-employed and paid employees. Small business economics, 40(3), 651-670.
Nagano, M. S., Stefanovitz, J. P., & Vick, T. E. (2014). Innovation management processes, their internal organizational elements and contextual factors: An investigation in Brazil. Journal of Engineering and Technology Management, 33, 63-92.
Nancarrow, S. A., Booth, A., Ariss, S., Smith, T., Enderby, P., & Roots, A. (2013). Ten principles of good interdisciplinary team work. Human resources for Health, 11(1), 19.
Nooraie, M. (2012). Factors influencing strategic decision-making processes. International Journal of Academic Research in Business and Social Sciences, 2(7), 405.
Rajiani, I. (2013). Promoting organizational citizenship behavior among employees-the role of leadership practices. International Journal of Business and Management; 8(6), 47-54.
Tones, K., Robinson, Y. K., & Tilford, S. (2013). Health education: effectiveness and efficiency. Springer.
Wiese, B. S. (2015). Work-life-balance. In Wirtschaftspsychologie (pp. 227-244). Springer Berlin Heidelberg.
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