Case Study #1
A large organisation
has three separate business units operating in close proximity
to each other. Each has been established for different lengths
of time. Each has its own unique culture, top heavy and
entrenched, young energised and fad-driven, and one which is in
conflict because it is half way between. A management committee
comprises senior executives from each unit. Decisions don't get
made, competition reigns and each unit competes with the other
two for resources. Expenses are high as each unit must be fully
resourced, yet they will find those outside of the organisation
for themselves, rather than make full use of the ones they have.
Ausworks
is retained to prove a learning experience for all the
people in these three business units with the brief to:
- Develop
relationships and network access [units] which will improve the
way we work,
- Merge the different cultures....
- Create cooperative, not competitive working relationships,
interdepartmentally, and across the [units].
- To provide an opportunity for the management team to work
together and reflect on their effectiveness as a team.
Case
Study #2
A
relatively small organisation with major communications and
trust issues across the three tiers of management. A management
team, young, technically highly skilled and highly motivated,
but with poor people skills. The second tier, older, very
experienced, came up through the ranks, cynical, and suspicious
of change. Translates management directives into action and acts
as the interface between tiers one and three.
The
third tier, youngish, coming up through the ranks, confused
about who to take directions from as the directions are often
conflicting. Do the best they can, but subject to reacting to
destabilising and unfounded rumours. High levels of conflict and
subsequent low morale affects the whole organisation. Difficult
to get good people as a poor reputation is beginning to spread.
Ausorks
is asked to:
-Provide personnel with a powerful team building and learning
experience that will give them the personal, interpersonal and
team skills to enable them to improve their effectiveness in the
workplace.
Case
Study #3
A
large organisation recognises their internal promotion system
has been through providing technical training to a high level,
and then removing these technically qualified people from a
'hands on" position, to a management position where they
now have a deal with people issues. They haven't received any
formal training in dealing with people issues, and many of them
ricochet from one crisis to the next. The result - high levels
of stress, many on leave for illness of different sorts, a
feeling of lack of support, disillusionment and low morale.
A people skills component is added to their training curriculum
and becomes a pre-requisite both for certain levels of
management and for those seeking promotion.
Ausworks is asked to provide this component. Now, we won't
"fix" the problem for you, but we will provide your
people with the opportunity to examine "How" they
currently operate, and we will give them the opportunity to
learn how they can get better at what they do.
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