Organization Behavior Final project, project 3 Due in 72 hours

Terri Bridgeman

University of Maryland University College

BMGT 464

Organizational Behavior

Professor Dr. G

Memo

To: Aretha Cantros

From: Tee Bridgeman

Date: 5/1/2019

Re: House of Cloth

Hello Aretha,

Thank you for reaching out to get my perspective on the issues you are facing with the newly acquired House of Cloth. I have read your notes following your meeting. Your hands full and your job cut out for you this time. Here are my findings and suggestions.

The cultural and age diversity within the top management team does impact the functioning and effectiveness of HOC. Although the founding team members are all from the same culture, there is an undertone of negativity amongst them. The founding members are in denial regarding their actions and how they are treating other members of their team. This behavior has now trickled down to some of its senior design members and the cycle continues. Throughout your meeting, whether innocently or not, there are terms and statements made that provided insight as to what challenges you will need to address immediately. Term like new people and paying your dues, and that whole work hard, play hard concept needs to be removed from the organization immediately as it sets a negative tone for what and who RLI are. Once this is addressed, RLI can then get to the core of the problem.

It is obvious that the management team is made up of a culturally diverse multi aged group of individuals. Beyond their obvious differences, there is a vast amount of knowledge and experience amongst the group. There was, however, a cloud looming over the room of, “the founders against the “new people” as they were referred.” It is clear to see, the newer RLI employees are only being accepted by default. The founders are not completely pleased with idea that a stranger was there to tell them how to manage their organization; especially, a “woman” stranger as they do not have any women in a management role other than Marlena Jacoba. (I will get back to her later.) The cultural and age diversity within the top management team is creating an issue because there is a division within the organization. The founders, because of their years with the company, were not confident that the younger managers were capable of operating the company as they had for so many years. Through hiccups and conflict, they were finally able to work through the mayhem. Now, Henry Smythe is comfortable enough that once retirement arrives, the company will be in good hands. (Colquitt, J., Lepine, J., Wesson, M., 2018) To some degree, there is still a disregard for the experience and knowledge the newer employees have and for the company to get out of this slump they are experiencing; the windows of growth must be opened. This is more than likely why there were conflicts in the beginning, due to the refusal to change. Age played a role in this as well as they are older, they are not as open to change as the younger employees. They paid their dues and do not want to see the newer employees slid into positions. The senior employees are used to thinking one way because it worked so well for so long. However, in order to remain successful, they must learn to loosen the reigns and change with time. By allowing the newest and younger team members to bring in new ideas, HOC can remain relevant, current, and will begin to see a change in the finances.

HOC’s top management team members are suffering from groupthink as they are pushing their associates to complete the job or get it done. It does not matter that their practices and procedures of producing may be causing conflicts at home or unhappy employees. The bottom line is get it done and quickly. If they were to employ or take on a newer concept of working together, the associates would not feel the pressures they are currently experiencing. The senior members are not as open to change and in accepting ideas of others newer team members. Marlena Jacoba provided RTI with a great deal of insight into the way in which the founders think and act with some of its team members. Marlena shared how she overheard Rusty commenting how she was only there because of her sex. (Colquitt, J., Lepine, J., Wesson, M., 2018) This would need to be confirmed as there is another woman on the team, Rosalinda Lopez. Either way, Marlena has great ideas and would be able to contribute to the organization if they communicated with her more than they barely do. HOC would benefit by listening to her ideas as she brings a great deal of knowledge and experience to the table. Marlena is being ignored to the point that she is an invisible gem within the company. Her opinion is not a factor in any of the decision making. As a matter of fact, there are several associates that are convinced they are not being heard by the senior managers and that their opinions do not matter within the organization. Comment by Dr. Jacqueline Gilliard: Is there just one example of group think?

Aretha, the primary source of stress that the associate members of the design team are experiencing is validation for their work from the senior team members. While they work really hard, they are not rewarded for their dedication and sacrifices. There has to be a balance within the organization. There are conflicting accounts of how the design division is being operated. These accounts are simply not being reported accurately. On one hand, I am to believe the design team work unsupervised and do as they wish, as long as the work gets completed prior to the deadline only to discover this was not true. The design team is supervised and their senior leaders make all final decisions. This would fall in line with the practices that are going on as the senior leaders have all worked hard to climb the ladder and are not going to conform to newer and younger employees coming into the company and enjoying privileges they did not work hard to earn. This is when Marlena who is the Director of Design and Client Management would come in to clarify this. It was not Jaime’s place to speak for a department he is not in charge of. This is where Marlena would be brought in to give an accurate account by clarifying the roles, duties and responsibilities. This is not happening. Marlena’s authority and opinion are being totally disregarded as the Director of Design and Client Management. If there is feedback to be provided as to how that division is being operated, it should come directly from Marlena. However since Marlena is being treated as if she is non-existent, they are relying on the senior design team who is comprised of older individuals who have paid their dues and like an old fraternity and who now want to put the newer team members through the rigors of climbing the ladder. If the group encompassed the organizational learning concept introduced by Peter Senge, they would all be working towards the greater good of the company and not themselves. (Blackwood, K., 2014). If the senior design team embraced this concept, the turnover rate would not be as high as it is. Because they have “earned” their positions, they do not think it is their duty to do anything but to point and direct. The time has passed for them to be hands on. If they were to take a different approach by working alongside the design team, just maybe there would not be as many pressures for them to work so hard and long. Maybe handing over the ship would not be so bad if all hands were on deck.

As it relates to the lawsuits, evidence shows they were valid but not taken serious. It is easy to see how an employee would think they were passed over for a position and here is why. All of the positions have been appointed by RLI. The senior designer positions are being held by all employees who have been with the company for years. Marlena is the only one who holds a positions that the senior design managers and the founders do not respect because she has more than likely taken the position someone how better deserves it; someone like one of the senior employees who fought their way up the ladder. They would be happy if she left then they could promote on of their own. Up until recently, HOC has been able to keep thing under control by promoting and handpicking who they wanted, even those who did not deserve the promotion. HOC was okay with paying them off as it kept the genepool filled with handpicked candidates.

As it relates to the turnovers within the company, there needs to be fairness, something this company seems to be lacking. As long as employees remain with the bounds that have been set and employees play along and do not test or cross them, all is well. However, once there is a ripple in that pond, there are problems. Jaime has learned the game. He plays along. By stating how perfect the operation is working, it keeps the peace. There is definitely some conflict at HOC and conflict isn’t always bad. It is a way to bring together those with opposing ideas or views to have a healthy discussion. (Sayor Foundation, 2018)

Now, there are some differences noted between the understanding of senior client managers and associate members as to how the work should be conducted and what should be expected from the company. They were pushed beyond the limits for their positions therefore, they are pushing their associates beyond their limits. The senior client managers had to go through the wringer and to them, the associates should basically go through the wringer to earn your incentives and positions as well. It should not be given to them. In other words, do what you need to do to get the job done, do what you are told, and don’t complain or don’t ask questions about what you are being told. The associates have completely different views. The associates do not mind doing the work. They just want to be rewarded for their efforts and not when the have reached some unfair benchmark that was set back when their senior managers were trying to climb the ladder. For all of their hard work, the rewards should not be so few and far in between. Other organizations do not require that as many hoops are jumped through. As a result, associates find it easier to just leave and work for a competitor where they are doing the same hard work however, the rewards are greater, earned a lot sooner, and where they feel appreciated.

The HOC design teams are not high performing teams. High performing teams are all working towards the same common goals of producing and performing so that the organization is successful. The entire team takes equal responsibility for the jobs that are being performed although they may be performed independently. In the end, their duties and responsibilities are for the good of the company. Comment by Dr. Jacqueline Gilliard: You say they are not high performing in memo show specific example that lets reader know they are not high performing Comment by Dr. Jacqueline Gilliard: Citation needed

A hierarchy culture has evolved at HOC. As a result, the associates as well as a few other employees have become distrusting of those in higher positions. Malena does not trust the founders and the associates do not trust the senior design managers. These employees want to be heard and want their opinions to be valued. They want to be recognized for the accomplishments and acknowledged. The do not want to work for a company where they are dictated to or where they are invisible. The old rules do not change.

Based on what I have read, I would like to make a few recommendations on how I would transform HOC into a workplace where employees approach and view one another differently. First, I would recognize individual employees as well as teams when they have accomplished a goal or completed a major project. By doing so, employees are assured that senior managers as well as top managers are aware of their successes which are huge success for the organization. This will reduce any animosity between employees and give them an opportunity to feel appreciated. Constantly providing incentives, other than monetary can be just as rewarding. Comment by Dr. Jacqueline Gilliard: With recommendations needed to see facts/course materials to support recommendations. 

Secondly, I would assure that employees teach and work with one another so that all employees are constantly learning together. This would make it easier to determine who is eligible for a promotion. No employees should be pushed beyond their limits and close to humiliation if they have proven their ability to perform the duties of their position. I would also encourage each senior manager to mentor an associate. I would also encourage top manager to make themselves available to senior managers. Spread the knowledge, so to speak.

Finally, once a month, have a briefing to keep the entire team informed as to how the organization is doing. Associates would like to be a part of what is going on within the company. By including them in those meetings, they feel included and important. Besides, they are the backbone and the wheel that keeps the company going.

Aretha, if this is approached gingerly, great success will be achieved. I would begin by addressing the concerns of the associates. Compose a memo of all of their concerns and what can be done to address each one. Then do the same thing with what was shared with you by Malena without divulging all that she has shared with you. Malena’s situation is a bit trickier, as her particular situation is boarding another lawsuit. The founders are treating teetering on the line of discrimination. However, if it is presented in a manner of what you observed and how correcting this would heal the image, the founders may just bite. Once the information has been compiled, call a meeting with the founders and the top managers to share what has been compiled. Allow them to voice their opinion but also but the point of how times have changed must be driven home.

I hope I was able to help you with this issue.

Warmest regards to you always!

Sincerely,

Tee Bridgeman

Tee Bridgeman

RLI Director of IT

References:

Colquitt, J., Lepine, M., Wesson, J. (2013) Managing Commitment in Demanding Jobs.