Brava Strong Case Study

2059 Words 9 Pages
Having looked at the positives and negatives for the case study, we have to implement solutions for the negative issues and predict consequences as a result of the suggested strategies. As mentioned earlier, one of the negativities after Brava Strong was hired was a poor chain of command within the organization, specifically communication between Brava and mid level supervisors. The organization in my opinion is lacking downward communication. Brava Strong was aggressive in making sure she was meeting with senior management and they as a result maintained upward and lateral communication between each other, but by not meeting with mid level supervisors and telling them to dismiss rumors and maintain a positive environment, the employees belonging …show more content…
She had given herself four months to terminate these employees from all levels within the organization; majority of her decisions came on the basis of middle management supervisors who recommended individuals from their department, who should be dismissed. Her basis for making this decision was that there were an increased number of absences and there was no adverse effect on production, so they should just let some staff members go. Though, she made this decision based on positions that were no longer needed and not on the highest number of absences, therefore the middle management indulged in discriminatory practices. However, the company saw an increased number of absences from before and having closed the daycare center within the organization, single parents may be taking time off work in order to take care of their young children. A solution would be to implement a timesheet system where employees ‘clock-in and clock-out’ and on that basis the managers will be able to see the number of absences amongst their employees and as a result they can implement a punishment for unexcused absences. Policies and procedures have to be created within the organization that outlines the correct procedure to handle absenteeism. In this procedure, an employee must contact his or her supervisor notifying …show more content…
Board members as a result had mixed views from the start leading to a divided group and sub groups of members. This is a problem within the organization and it comes down to leadership skills, we speak about emotional intelligence within a leader as an effective quality. Brava Strong, is satisfied with meeting her financial and performance requirements, however the main heart of an organization is the human knowledge that companies capitalize on and their behavior. Brava Strong has to develop employee’s emotional intelligence, which is how individuals perceive emotions in self and others, understand the meanings behind them and synchronize those emotions in an effective manner (Robbins & Judge, 2013). A solution would be to try to make Brava Strong retain emotional intelligence, and I would do this by making her participate in the Hay 360 Emotional Competence Inventory (ECI) assessment and development tool, which will help develop proficiencies in the office (Watkins, 2000). The ECI measures self-awareness, self management, social awareness and skills, it is often known that majority of change and mergers and acquisitions fail due to the fact that there’s an insufficient focus on people, “by developing managers, and employees in EI, the value of employees’ actions can be optimized to realize higher growth, greater

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