Problem Solving Assignment
PROBLEM SOLVING ASSIGNMENT 9
Workingas an intern at the Mercedes-Benz Sales Service Shop 4s in Huang Shi,China as a Sales consultant has given me a learning opportunity toexpand my knowledge and skills in the corporate world. As a businessfranchise with the main branch situated in Germany, the service shophas different types of employees. Also, the style of management is anamalgamation of Germany and Chinese managerial skills. The purpose ofamalgamating the skills is to integrate workers in the Chinese carindustry with Germany managerial skills and technology. As a businessorganization, it has dynamic characteristics that in the coursegenerate problems that affect both the internal and externalenvironments of the organization. While working at the service shop,an identified problem in the organization is the management notspending enough time with employees to develop their careers and setthe bar at the right heights.
Theproblem occupies a major scope of the management processes in theorganization because it affects the morale of employees. If unsolved,the problem has a potential of creating complex problem of failing toretain employees in the organization. However, once the problem issolved, several potential benefits are likely to emanate, which willultimately steer the organization ahead of its major competitors. Formy internship program, finding a solution will increase my knowledgeof human resources, specifically in handling employee morale,managerial skills, staffing, organizing and coordinating worktogether with employees. Since Mercedes-Benz is a German-basedcompany operating in China, solving the problem will help meunderstand on how to deal with employees from multicultural settings,which is a common phenomenon for multinational companies andcorporations.
Manyorganizations are often faced with the problem of retainingemployees. The cost of replacing employees who leave for greenerpastures or lured away by other competing organizations is alwayshigh(Carlos, 2012).Almost two-thirds of workers in the business world have citedinefficiency in career development with their employers. Theemployees say that the lack of career development had a likelihood ofmaking them move to a competing organization or applying for a newjob(Voice of the Employee, 2016).Research has also indicated that managers lack the necessary skillsin having conversations about careers with the employees. A third ofinterviewed managers say that the organizations they manage do notprovide a platform for developing employees` careers. Also, more 36%of managers in the US admit to failing to identify what theiremployee careers are in the following year (Trapp,2015).The figures indicate the low priority for employee career developmentby managers.
Regardingsatisfaction levels with the current career development, employeeshave low satisfaction levels with what their organizations areoffering them. Most managers are more comfortable and confident whentalking about salaries and aspirations compared to current abilitieswith the team members (BellrichP., 2013).Managers have different perceptions when it comes to formats andfrequencies of career conversations with their employees. 57% ofmanagers say that they talk to their employees in the immediate levelabout their aspirations in the long-term as well as professionalgoals at least two times in a month(Merchant, 2015).On the other hand, half of employees argue that career developmenttalks happen just a few times in a year(Voice of the Employee, 2016).According to Jogulu, having a focused and efficient conversation oncareer development with the employees is a necessary and acquiredskill(2014).Given the sensitivity of the topics covered during these talks,managers need to do it in a carefully and planned way.
TheTowers Watson report indicates that employees are often sympatheticto the kind of challenges that their employers face. 37% of theseemployees acknowledge that these managers do not have time and do nothandle career development aspects in the job environment but stillhang on(Trapp, 2015).From the statistics, something is growing because managers arefailing to manage the ‘people aspects’ in the workplace.Additionally, a third of managers do not coach their employees on howto advance and develop in their role while a quarter of thesemanagers fail to evaluate employee performance using personaldevelopment reviewsaccurately (Bellrich P., 2013).The latest Towers Watson Global Workforce Study indicates thatmanagers fall short when it comes to employee communication becauseonly a meager third of managers involve the employees in makingdecisions on issues that affect them.
Withthe increase in adoption and use of technology in organizations,employee career development by their employers has hit the worstlevels ever. The managerial shortfalls have negative consequences tothe functionality and well-being of the workplace environment. Due tolack of personal support and growth, recognition of efforts and poorfeedback, employees might not only lose the morale to work but alsomay seek alternative employment where they would feel appreciated(Louise, 2012).A poor relation with managers has also been noted as a major factorthat has led to lack of career development and personal talks betweenemployers and their employees. Although managers claim to use onlinetools to communicate, develop and motivate their employees, theseefforts appear to be making little change(Gregory G. Dess G. T. Lumpkin, 2015).Employees have not fully adopted the online system because of privacyand fear of victimization.
InternshipOrganization and Industry Research
Asan intern at the Mercedes-Benz Sales Service Shop 4s in China workingas a Sales consultant, I am part of the team tasked with coming upsolutions to end the current problem in the organization. I see thisas a unique learning opportunity because it will give me access tomanagerial processes and the art of decision-making. A major stepthat the organization has taken is to break the cultural barriersthat exist to create an open employee environment. This way,information will be circulated, and the management will understandtheir employees` needs when it comes to career development. If theorganization is to exercise high retention levels for its employees,employees should feel safe that their careers are taking them to theright direction(Bellrich S. D., 2013).Therefore, it is anticipated that the management at the Mercedes-BenzSales Service shop will incorporate more time to allow communicationwith employees on career development.
Mercedes-BenzSales Service shop`s management should understand that employees haveprimary responsibility for managing their careers. Therefore, thehuman resource department should support career development effortsand programs. These programs will be effective in their goals ifmanagers are involved because they hold a strategic position in theorganization, with unlimited influence on their employees(Armstrong, 2012).Therefore, managers should not just control the process but alsofacilitate so that it is sustainable and fit for use even after themanagers leave the organization of new employees to gets hired(Merchant, 2015).To be precise, it is imperative the Mercedes-Benz Sales Service shopmanagement be held accountable for the career development aspect oftheir employees.
Theemployee, quality, improvement philosophy if entrenched in the humanresource department can be easily incorporated to form a uniquecareer development initiative belonging to the Mercedes-Benz SalesService shop alone. In fact, employee quality improvement and careerdevelopment have a close relationship and complement each other(Nelson, 2012).While career development focuses on meeting the individual growthneeds of the employees, employee quality improvement focuses onenhancing the employee for personal and organizational goalsespecially on decision-making and customer service.
Mercedes-BenzSales Service shop`s management should carry out an organizationaldiagnosis. This will involve employees having to assess their currentjob satisfaction levels, career development processes and what theycan do to increase their skills and develop their careers.Additionally, the analysis will inquire from the employees the thingsthey need to do in the course of career development to qualify fornew and better opportunities within and outside the organization(Merchant, 2015).Such an initiative taken by the Mercedes-Benz Sales Service shop willnot only benefit the employees in their current jobs but also allowfor the development of competencies and skills beyond their currentjob.
Anemployee`s career is often a sequence of jobs within an organization,containing certain competency characteristics and common skills.According to the Chinese business culture, personal development fromthe lowest level of being an office messenger to a general manager isregarded with a lot of respect(Louise, 2012).Therefore, with the current problem in the organization,Mercedes-Benz Sales Service shop management team has decided tocreate career paths for their employees. In this case, the managementwill determine that an employee moves upward, cross-functionally orlaterally depending on their level of input. The movement along thecareer path will give the employees an opportunity to grow, enhanceand develop their personal skills(Trapp, 2015).Therefore, employees have to demonstrate qualities ofself-development for them to qualify for new opportunities inMercedes-Benz Sales Service shop.
Asan intern, working at Mercedes-Benz Sales Service shop, a commonproblem in the organization is the management not spending enoughtime with employees to develop their careers and set the bar at theright heights. The problem is not unique to our shop alone but tomany other organizations that have dynamic employees who want anopportunity to grow their knowledge, potential, and skills. A lot ofliterature indicates that managers are reluctant in creating time forcommunication with their employees so that they can help them developtheir careers. Most employees indicate low job satisfaction levels insuch working situations. However, employees to contribute to theproblem of career development themselves by sympathizing withmanagers who do not prioritize employee developmental needs.
Thesuccess of employee career development programs at the Mercedes-BenzSales Service shop can be measured through employee job satisfactionlevels, low turnover and promotion of employees. The adoption of thenew employee quality and career development policy will assist theorganization allocate time for management-employee communication,create an open environment and career paths for rewarding active andhardworking employees. Through these strategies, Mercedes-Benz SalesService shop will come out as an outstanding organization, beatingmulticultural barriers in international business.
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Trapp,R. (2015, February 23). Managers`Failing To Develop Employees`.Retrieved from Forbes Leadership:https://www.forbes.com/sites/rogertrapp/2015/02/23/managers-failing-to-develop-employees/#7d71bc361b34
Voiceof the Employee. (2016, March 16). Lackof career development key reason for employees leaving their jobs.Retrieved from Engage Employee:http://engageemployee.com/lack-career-development-key-reason-employees-leaving-jobs/
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