Organizational Diagnosis And Recommendations Research Paper

Length: 8 pages Sources: 8 Subject: Business - Management Type: Research Paper Paper: #14551194 Related Topics: Organizational Leadership, Organizational Analysis, Organizational Culture, Organizational Change
Excerpt from Research Paper :

Organizational Diagnosis and Recommendations

Imagine studying an organization in more depth in order to determine what needs changed. This is not an easy task because it could take days or months to achieve success. Businesses also have to stay up with current technology, and this means staying present with various leadership theories in order to make the business better. Systems thinking is used as a means in which to fully understand what needs monitored. Through using transactional leadership theory, one is able to grasp what one can do as a means of making recommendation for improvement.

One needs to perform a preliminary review to ensure that he or she obtains information related to organizational leadership, culture, effectiveness and productivity. "Synergy Technical Solutions Corp. (Syntechs) is a leading national technical service solutions provider with over 1,500 highly skilled professionals" (Syntechs, 2011). Many of these individuals work on "desktop and notebook computers to workstations, printers' point of sale devices, flat panel TVs and more" (Syntechs, 2011). Through having a broad spectrum of services, they are able to have a delivery of unique services, so that each are cost-effective as well as comprehensive to those they provide service to on a regular basis (Syntechs, 2011). This includes those that are "manufacturers, retailers and consumers" (Syntechs, 2011). One needs to discuss the history of the company.

The business was "established in 1994, Syntechs is a privately held company headquartered in Boca Raton, Florida. From the beginning, Syntechs provided its clients with competent, reliable on time IT services and solutions" (Syntechs, 2011). Through this, their goal was to keep it as cost-effective as possible (Syntechs, 2011). By understanding this firm, one understands why it was formed.

With the current economy, many are pressured to have their costs reduced, efficient and flexible (Syntechs, 2011). A person needs to become available to meet these demands for both "businesses and your customers" (Syntechs, 2011). Syntechs offers fast services, coverage that is accessible nation-wide, options that are flexible and lower costs (Syntechs, 2011). One needs to discuss the company's expertise in regards to what range of technologies are used or fixed on a regular basis.

Since many forms of technology are available, one will discuss a partial list of what is done within the organization of Syntechs. All forms of Dell are used, such as the "client and server/storage" (Syntechs, 2011). HP printers are fixed because of the variety that are offered on the market (Syntechs, 2011). Here are a few more that are worth mentioning. These include "IBM client, Lenovo, Sun Microsystems, Xerox, Lexmark Printers, Printronix and VIZIO" (Syntechs, 2011). The clients are important as well. These range from Alorica to HP (Syntechs, 2011). Regardless, a number of businesses partner with Syntechs, which helps the company to continue to prosper daily. Now that one has discussed Syntechs, he or she will conduct an analysis of the leadership of the organization based on a particular theory.

Transactional leadership is used within Syntechs on a regular basis with those that are in management and who are employees. Bass coined this particular theory, and one believes that this is used with my husband's work. This organization uses "quid pro quo-or this for that. If the follower does something good, then they will be rewarded. If the follower does something wrong, then they will be punished" (Syntechs, 2011). Jared Mattke (2011) has the opportunity to experience this every time he takes care of a client. His company rewards him by providing more opportunities to take care of clients as he continues to do an excellent job. This is done through contingent rewards, which for Syntechs is done as a means in which "transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually upon goals, and provide various kinds of rewards for successful performance" (Management Study Guide, 2011). On many occassions, he has requested to contact the customers after the part arrives; however, his company prefers him to do this when the part is getting shipped at that time (Mattke, 2011). This makes them "SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates" (Management Study Guide, 2011).

Through "active management by exception," Syntechs is able to "actively monitor the work of their subordinates, watch for deviations from rules and standards...

...

When Jared (Mattke, 2011) found out recently with the company that he is not required to have assistance for any size of television; although, when he was hired, they insisted that it begin for the size of 45 inches or more for another person to help. However, Mr. Mattke (2011) did not agree with this and stressed that safety is key; therefore, he chose to have this at 40 inches or more, so that this decreases the risk of injury on the job, such as dropping the television (Mattke, 2011).

During Jared's time with Syntechs, he has not noticed much with "passive management by exception" (Mattke, 2011). Since he does such an excellent job with providing excellent customer service, the company has not had a need to intervene. He does everything possible to do the work that is client-centered, so that the person comes back to organization requesting additional help in the future, so that everyone profits from it. Mr. Mattke (2011) has not experienced any kind of punishment because of his high ethical and moral standards. Everything is done with much professionalism, so that he is able to make a difference in the community he serves on a regular basis in the state of Kansas. Regardless, this is not a problem for him for how good of a job he does with consumers (Mattke, 2011).

Laissez-faire is not present with Syntechs. This is because the company continuously does not partake in behaving in this manner. They take full responsibility as a means of ensuring that the employee does their work in a timely manner (Mattke, 2011). Those that are in leadership do not "avoid making decisions and therefore the group often lacks direction" (Management Study Guide, 2011). Regardless, one can say that this is not the case with Syntech and Jared has no part in this type of leadership (Syntechs, 2011).

When Jared was hired, he learned that transactional leadership occurs on a regular basis. After all, he had to negotiate his contract when doing a joint venture with his business and Syntech to bring in work for both organizations (Changing-Minds, 2011). His company is "Mattke Christian Computer Services" (Mattke, 2011). Furthermore, since it is contract, he does not receive any benefits; hence, he does not have a manager to answer to, but he does have to comply to policies in order to do business with the company (Mattke, 2011).

According to Changing-Minds (2011), "transactional leaders allocate work to a subordinate; they are considered fully responsible for it, whether or not they have the resources or capability to carry it out." This is true of how Syntechs is set-up, they leave it up to the individual on he or she chooses to do their job (Syntechs, 2011). Furthermore, "when things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding" (Changing-Minds, 2011). If Jared were to have issues with the televisions, he is allowed to go through the company, and they go through troubleshooting and determine if additional parts are needed (Mattke, 2011). He has experienced this on some occasions besides having some calls canceled for various reasons. In the end, he is able to go back and fix the problem in more than one trip and get paid the same amount on many consecutive occasions (Mattke, 2011). Now it is important to do an analysis of the organizational culture as well as the effectiveness in achieving its mission.

One needs to mention the organizational culture in more depth.

SYNTECHS is the realization of a vision shared by each member of our corporate management staff. Efficiency, if it is to take hold in an organization, must begin at the top. SYNTECHS' management aims to proactively implement efficient foundation methods and philosophies, enabling our employees to work efficiently and productively. We believe that by providing high-quality, reliable, cost-effective services and solutions, we can not only build a great company, but help other companies better fulfill their potential, as well. These days, properly-leveraged Information Systems technology can make the difference between an otherwise excellent organization grinding to a halt -- and running like a well-oiled machine (Syntechs, 2011)

As one can tell, Syntechs mission is quite clear. They share this with each member of their staff who works for the organization in order to keep everyone focused on why they are there on a regular basis. Through these efforts, they use a top-down approach, so that much philosophy is present on making sure that people work as efficient as possible. When the organization strives to use this approach, one can gather that…

Sources Used in Documents:

References

Aronson, D. (2011). Targetted innovation: Using systems thinking to increase the benefits of innovation efforts. Retrieved May 20, 2011, from Thinking: http://www.thinking.net/Systems_Thinking/st_innovation_990401.pdf.

Changing-Minds. (2011). Transactional leadership. Retrieved May 20, 2011, from Changing-Minds: http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm.

Management Study Guide. (2011). Transactional leadership. Retrieved May 20, 2011, from Management Study Guide: http://www.managementstudyguide.com/transactional-leadership.htm.

Mattke, J. (2011, May 20). Syntechs Employee. (E. Mattke, Interviewer)


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