As a recommendation, I would suggest a ways to improve, first of all, the communication between the top management and the employees. This may include seminars once a week where the general directions are traced and a survey of the past week is presented. This is also an excellent moment for the employees to present any ideas or complaints they may have. Further more, intensive training where the role of decentralization and delegation would be explained should be organized for a reasonable period of time.
The second issue that was raised in our hypothesis referred to the selection and maintenance of the managerial personnel and the reward system. It was quite simple to determine whether there was an adequate scheme of reward in the company. The bonuses that the managers and employees had received were compared...
It was thus discovered that there was no direct correlation between, for example, the number of important projects they had worked on or had delivered and the actual reward they had received. It was often the case that they had a larger reward for periods of inactivity.
In this sense, it is recommended to adjust the level of the reward and compare it to the actual amount of activity that the respective manager or employee delivered over the period of time analyzed.
In my opinion, the research was thoroughly performed and a contact at all levels of the company was established in order to be able to proceed to direct interviews and observation. The questions that were picked gave the overall best description of the employees' beliefs and problems.
