SABU Holzbau Gmbh From A Leadership Crisis To Qualitative Growth' (A) & (B) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

SABU Holzbau Gmbh From A Leadership Crisis To Qualitative Growth' (A) & (B) Case Solution

Furthermore, the hierarchical organizational structure led to the lack of communication and interaction between the employees and the management team, due to which the employees did not receive any support from the management team. Additionally, the company didn’t stress over the significance of getting employees engaged and evaluate their performance with benchmark and reward them accordingly with both monetary and non-monetary benefits.

Moreover, the poor customer service is correlated with the lack of employee engagement (Trapp, 2013). Thus, increasing the employees’ engagement is the primary driver to provide better customer service. When the employees are engaged, they tend to take real ownership of task, are passionate about satisfying customers, deliver on their commitments because they feel that they owe the outcomes of their work.

Describe the main changes implemented at SABU regarding Leadership and Qualitative growth

Despite the high employee turnover and reduced customer satisfaction followed by the negative feedback and more complaints;the response of leader in times of distress had positive impact on the overall performance of the organization. The accelerated efforts of managing director of SABU namely Christine Machacek resulted in effective change management.

There were various changes implemented at SABU regarding leadership and qualitative growth, but few of them include development of workshops wherein the employees were in vied by the management consultants. The worship was a way of developing a core values of the company so each and every employee would be able to identify them. Additionally, the employees were allowed to bring their suggestions and opinions for the betterment of the organization. The core values of the company included: trust, respect, truth, recognition, teamwork, reliability, health, openness, variety, tiredness, fun as well as gratitude. Furthermore, the leaders reduced the hierarchical distance in order to call for employees’ self-disconnectedness and autonomy and allow employees gain more skills and increase their work commitments. By doing so, the company successfully reduced the gap between employees and management team.Also the leaders stress the importance of publicly appreciate and motivate the employees who collaboratively work altogether for the sake of the something larger and good.

Another change was the culture of open communication and collaboration through meetings wherein the significant discussion and problems were discussed and gathered valuable solutions from team members. Furthermore, the company added tagline of SABU: Construction system in perfection in order to reflect the improved efforts of company towards offering quality and value-added solutions to customers and adhere to the agreed budget and schedule. By doing so, the company addressed the problem of poor customer service and negative customer feedback.

Furthermore, the team members were allowed to divide the work among themselves without any need to involve senior managers in process of decision making to make them feel valued, foster the sense of teamwork and increase productivity. The active team members’ involvement led towards an increased focus on problem, they felt more responsibility and improved their enthusiasm, ultimately resulting in the improvement of the overall organizational growth.

Moreover, the company changed the process of recruitment and selection of candidates and allowed team members to interview candidates and present their viewpoints on whether the candidate would be able to fit to the organization. Hence, by considering the team in the final decision making process, the company successfully evaluated that the values of the candidates with the values of the company. Furthermore, the employees of the organization were not pressurized to fulfil their job obligations in limited time. The team members were allowed to work 40 hours per week in order to deliver the optimal outcomes and higher quality.

In addition to this, the development of the reward system was a driver of the employee motivation and morale. The company intended to recognize the efforts of each employee and organized yearly survey in order to boost employee retention, promotes positive working environment, increase employee engagement, performance and productivity.Furthermore, conducting the employee survey helped employees talk about their concerns and issues, report real opinions, employee feel appreciated and heard by their top management whereas the company was able to build the deeper trust and boost the employees’ engagement(Thomas, 2019). Furthermore, it helped employees learn fromtheir recent outcomes could encourage them to apply lesson that they have learned and to continue their hard work in the near future (Scott Judd, 2018).

How would you sustain those changes and prevent SABU from falling back into the old ways of doing things?

SABU successfully dealt with the issue of leadership crises which led to many problems within the organization such as; high employee turnover, low productivity, negative customer feedback and ineffective leadership practices. Thus, the company must sustain these changes and prevent SABU from falling back into the old ways of doing things through various ways.

The human resource function PlayStation table part in the process. In order to enable lasting change, all structures, HR systems, incentives and processes must be aligned & consistent with the objectives of the transformation. The company must reward its employees for adopting the change-enthusiastically. Furthermore, the behaviors that tend to encourage the change must be rewarded with personal support and bonuses. By making bonus or reward system permanent, the company would be able to increase possibility that change would become a part of the organizational culture.

Moreover, the company must invest recourse such as staffing, money, efforts and time in process of change to remind people of the urgent character of change as well as keep the pace moving. The top management of the company musty continue focusing on change vision as well as its urgency while employees keep working on specific projects that change requires(STOUTEN1, 2018). Along with this, the company is recommended to keep monitoring behavioral shifts and perceptions of employees. This could be done through administering yearly survey to assess and evaluate the impact of change. Also, the company must foster the culture of open communication, collaboration; wherein the employees would be encouraged to share new ideas and creative thinking.

In addition to this, the HR professionals must remind new entrants in the company of the problems the change helped resolve. This would keep the objectives and goals of the initiative center and front and give sense of accomplishment and momentum to participants. This is because when new employees get engage with the firm, the memory of the organization changes. As a result, fewer employees would remember the situation before the change took place which in turn might lead towards the slowdown in momentum.

The roles of the leaders are to meet the needs of associates and customers through an open communication. The leaders should take initiative to stand out, motivate and listen to the associates in order to help in creating morale.The management must develop team structure and follow the management practices. Furthermore, the company must foster the culture of innovation and communication. The management should motivate and encourage the employees by setting high level standards and expect self-direction from the organization’s workforce

The chaos theory revolves around the unidentified set of values and boundaries, which are required for the attainment of organization’s goals. This system would allow the employees to separately develop their own role. Furthermore, the visionary type of leadership would promote an organized creativity, learning and the building strong and positive relationship between members of team.It is useful for the organization possess an entrepreneurial spirit and focused on the future.Also., the company should regularly report on the progress of the organization towards defined targets as it is critical and significantly important to make those targets clear during the rollout of new strategy and changes. Thus, these recommendation and changes would prevent SABU from falling back into the old ways of doing things.........................

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SABU Holzbau Gmbh From A Leadership Crisis To Qualitative Growth’ (A) & (B) Harvard Case Solution & Analysis