Introduction
Several factors might jeopardize a company, most notably how its employees do their jobs to achieve its objectives. The technology firm that is now known as Celeritas was formerly quite successful. The company, created in 2003, provided leading-edge software and hardware. At this time, the company functioned well due to the collaborative efforts of its employees. After a while, the absence of experts and the incapacity of workers to reach a consensus began to impact the operations’ running (Noble & Tarrant, 2022). It led to dysfunction, a breakdown in communication and trust, confusion regarding the goals and objectives, inconsistent decision-making, and poor coordination among the existing divisions.
Is Celeritas an effective company?
Celeritas is not an efficient or effective firm due to the many new management challenges and the fact that communication problems are at the foundation of the organization’s problems. Both of these factors contribute to the fact that the organization’s problems. It is because a successful company should be able to conduct its operations efficiently, provide superior outcomes that align with the aims and objectives that have been established, and do all of this without wasting the absolute minimum amount of time and resources conceivable. On the other hand, this is not the case with the firm Celeritas due to the many challenges encountered, such as a lack of trust, uncertainty, and poor communication in decision-making and the implementation of that choice (Majumdar, 2017). As a direct result, the corporation can manage its internal and external activities with a much-reduced degree of efficacy.
Analysis of the problem
The alienation of the team was partly caused by the CEO and the president making decisions that conflicted with one another. He gave the squad orders even though he behaved in a way that was opposed to those orders. You must have effective communication skills since the other team members rely on you to direct them in the right direction. Boyer would have set up a one-on-one meeting with himself to reevaluate his position in light of the organizational team’s decision. It immediately contradicted his earlier comments, and a leader should never act in such a manner without first getting in touch with the team responsible for the situation.
The company has to make further declarations of value and purpose to make its aims and objectives more understandable to its constituents. However, in this scenario, people needed to understand how the organization planned to be successful because they needed to take the time to understand how other departments could help the firm achieve its goals. Hence, they needed to understand how the organization planned to be successful. The goal statement explains to the team how the organization plans to be successful. The value that demonstrates how the department expects to be successful with a certain action may also be reinforced by the departments (Beer & Vargas, 2017). As a consequence of this, the management team at Celeritas needs support in order to be able to take their time and focus on the activities that were considered to be the most crucial.
Due to a lack of adequate coordination between divisions, it is difficult for them to interact and acquire the information required to finish stage one before moving on to the next stage. In the past, the company’s staff members collaborated to bring the technology industry to the forefront. The performance of an organization may be enhanced by increasing the level of coordination between its various departments. For instance, to create goals, the marketing and sales departments require a product that originates from one of the other departments. As a direct consequence of this, the total productivity of the Celeritas team suffers as a direct result of their lack of togetherness.
The main obstacle the company must overcome is the senior management team’s inability to trust and communicate effectively. There is an issue since the top management teams need to engage with one another and think they can do their tasks. The senior management team preferred to point fingers at one another rather than accept responsibility for their actions, although trust is the basis upon which collaboration is built. They can complete the duties assigned to them and provide technological items that are acceptable for the clients’ needs since there is trust among the employees and good communication takes place inside the company.
How effective was the team-building effort at Celeritas? What worked well? What did not work?
Developing a cohesive team that can trust each other, communicate standards, generate togetherness, appreciate the differences among team members, and still accomplishes group goals is a continuous process that may benefit any company’s workforce. Any company may benefit from acquiring one of these units. As Celeritas’s team-building efforts were fruitful, each SPV participated in a 90-minute-long one-on-one meeting. The conference was called to address and resolve the four most pressing issues impeding the company from realizing its full potential and returning to its previous level of success. The purpose of the gathering is to discuss the problems and brainstorm potential solutions.
On top of that, the CEO and the five SPVs got together for several team-building exercises. In order to go back to their former level of performance, they were instructed to shift their focus from statistics and sales targets to management difficulties. The goal was to increase their potential for success; therefore, they did this. Nevertheless, because teams need a larger degree of bonding and personal connection, forming teams were likely more successful since there was no internal input from the departments.
Does the team-building meeting make progress toward solving Celeritas’s problems? What is missing? Is team building the right strategy in this situation? Is there an alternative?
The most effective strategy was to focus on developing teams. The ability of SPs to share their minds during team building led to the problem being solved. Workers who did not care about the firm’s progress or what was taken on in the various divisions gained interest in the process, although only a few people were left in each of those divisions. Establishing teams were sound, but significant adjustments were required to be implemented successfully. One of the available choices is offering staff additional training that will provide them with the abilities necessary to operate the company. It would also offer an idea of the goals and objectives of the corporation. For a new workforce responsible for a different charge, everyone needed to do an internal evaluation and switch jobs (Beer & Vargas, 2017). In the end, the firm is leaning toward hiring extra CEOs so that they may help in other areas. So, the event that fostered teamwork helped address some of Celeritas’ problems.
What and/or who is the problem with the top team?
Boyer is the major source of disagreement with the top team since he is compelled to allow them to participate in the firm’s success. It causes the top team to feel as if they are being treated unfairly. Boyer asserts that he is the only one qualified to make all key choices since he is the only one with a holistic understanding of the organization. According to him, this is why he is the only one who can accomplish what must be done. When he asked for their assistance, he might have given other employees working in the company the option to volunteer their services instead of seeming obstinate. It would have prevented the perception that he was being unyielding. There is a connection between the four core issues and a great deal of the company, including many of its subsystems. The personalities do not complement one another very well because they have had quite diverse experiences and communicate with one another in distinct ways.
Another contributing factor to the issues is that Boyer changed his opinions after discussing them with other company members. It is one of the contributing factors. The fact that an exhaustive description of the aims was not provided to each member of the business team contributed, as well, to the uncertainty that subsequently arose. In conclusion, there needed to be more connections that were necessary across the different divisions of the organization, which led to a need for more appropriate coordination between the departments.
Do you see any organizational (vs. people) issues contributing to the problems?
Concerns over the organization’s internal structure are the root cause of most of the difficulties the Celeritas corporation is now experiencing. Process management that is efficient and effective is essential to the success of any firm. Managers use it to ensure that their teams adhere to the most efficient technique for completing the task in time while minimizing wasted resources. As a result, it is up to the company’s management to set standards, decide which procedures will be maintained, and identify which facets of the business might profit from more investment.
According to Boyer, the company’s leadership is to blame for this organizational issue since they cannot respond appropriately to changing conditions and need to consider the perspectives of workers and other stakeholders. There needs to be more understanding of how the many teams that make up the department operate and the goals each team is tasked with completing inside the Celeritas organization (Noble & Tarrant, 2022). Problems are made worse when employees do not collaborate effectively to work toward a common goal, which results in their failure to work together toward that goal. As a direct consequence of this, the members of the Celeritas team have distinctive personalities, and the company needs more communication channels.
How effective was consultant Carla Reese?
Since Carla Reese was so successful, she determined the four most significant problems the organization was now facing. She made it evident that there needed to be more trust between the management teams, which kept them from believing one another and hindered them from working together effectively. In addition to this, she discovered that choices needed to be made in a consistent manner, which led to inadequate measures of follow-up. Carla Reese claims that the organization’s management team needed a complete understanding of the organization’s goals and primary concerns. Ineffective coordination was another challenge that needed to be overcome by the group. On the other side, Carla Reese’s plan of action had the potential to be more effective in some respects, but it was ultimately unsuccessful. It was inappropriate to single out certain workers and publicly reprimand them in front of the other staff members since doing so generated unnecessary tension at the place of employment. They needed to spend more time working together if they would see any improvement in how they felt.
How would you describe the vice presidents’ meeting? What went wrong?
The fact that the vice president could successfully poll the company’s upper management for their thoughts and feelings also contributed to the meeting’s failure. Thus, they have yet to tell higher-ups everything. It was also crucial that she have the input of lower-level staff to identify possible issues. As they are the ones who put choices into action, they have a good grasp of the company’s inner workings. New connections were made, and the conference’s supplementary events went off without a hitch.
Important problems were the need for a shared goal. The corporate vice presidents required a meeting to agree on the business’s direction. The organization will be more productive and successful if all employees have the same goal. The vice presidents’ excessive emphasis on immediate outcomes at the expense of long-term objectives was another source of trouble. They should have considered the company’s future because they were too preoccupied with short-term profit and market share gains.
What should Boyer do now?
In order to get rid of the negative habits that are now affecting the organization’s efficiency, Boyer has to make setting up a framework for collaborative decision-making his top priority. Suppose he wants them to be successful in their operations. In that case, he has to adopt a leadership style founded on the ideals that the firm upholds and demonstrates dedication to and confidence in the workers and the organization. In order to foster trust, loyalty, and cooperation among its management teams and encourage open communication, a business must have a policy of keeping its doors open at all times.
Boyer has to prioritize fostering trust as a core value in the company. It implies that workers should feel safe confiding in their superiors and one another. It may be accomplished by encouraging workers to voice their thoughts and concerns in a safe and supportive setting. He should also promote teamwork and new ideas inside the company. It is possible to achieve this goal by making workers feel safe enough to experiment with new approaches and trusted enough to implement them.
Conclusion
To sum up, recent weeks have seen four big issues at Celeritas, all of which have considerably affected the company’s ability to carry out its regular operations. When Boyer is in charge of a group, everyone needs more coordination due to his inaccurate goal-setting and prioritizing communication. It is because Boyer places communication at the top of his priority list. It is particularly the case if Boyer is in command of a group of people. The lack of direction in decision-making, inadequate coordination across departments, and a lack of trust and transparency among senior vice presidents are some of the difficulties that develop due to these flaws. Boyer should have talked with each SVP about these concerns to ensure they were working to enhance company-wide efforts. Failing to do so would have been an error on Boyer’s part.
References
Beer, M., & Vargas, I. (2011, November 09). Celeritas, Inc Leadership Challenges in a Fast Growth Industry. 1-11. Retrieved from https://blackboard.strayer.edu/bbcswebdav/pid20633004-dt-content-rid-115420936_4/institution/JWMI/510/readings/4360-PDF-ENG.pdf
Majumdar, I. (2017). The Celeritas files: Unveiling the dark side of corporate India. Notion Press.
Noble, S., & Tarrant, A. (2022). Coaching people through organizational change: Practical tools to support employees through business transformation. Kogan Page Publishers.
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