Building Shared Services At RR Communications Case Study

Building Shared Services At Rr Communicationscase Studyattached Files

Building Shared Services at RR CommunicationsCase Study Attached Files: Appendix B_ Shared Services Case.docx ( 36.959 KB ) This case is in the textbook on page 468. Please see grading rubric titled " case study " under the Rubric/ Grading Criteria. This case takes a “horizontal†slice through a number of coexistent issues As a result, the challenge is “knowing where to start†– just as it is in real organizations – and this requires detective work. Patton takes a page out of the Donald Trump repertoire with his dramatic “you’re fired!†Note: The key point in posing these questions is to help set the scene for Patton’s next steps. The questions listed below are for you to ponder, as you are reading the case. It is not necessary for you to submit answers to the questions. They are strictly for you to see the relevance and the logic to these questions, as you read the case. Here are some questions to ponder,as you reflect upon the case... What do you think about Patton’s firing of the DIOs? There are two parts to this discussion that need to be explored.First, was there no possible way of getting the DIOs onside? Second, was it appropriate to fire the DIOs publically as opposed to privately? Also, examine the DIO firings from the point of view of the four divisional presidents.See organization chart (see attached Appendix B) which shows Patton’s office and the DIOs in green to highlight these reporting relationships. Do you think the DIOs have a dotted line relationship with their divisional presidents and a dotted line to Patton; or is it the other way round? How do you think the divisional Presidents will feel about Patton’s firings? Would they feel as if Patton just fired “their†employee? It doesn’t appear that they were made aware of these impending firings by Patton. How would they feel about that? Discussion Question: Answer the five(5) discussion questions listed below (can also be found at the end of case study in book) List the advantages of a single customer service center for RR Communications. There are six of them. Devise an implementation strategy that would guarantee the support of the divisional presidents for the shared customer service center. Is it possible to achieve an enterprise vision with a decentralized IT function? What business and IT problems can be caused by lack of common information and an enterprise IM strategy? What governance mechanisms need to be put in place to ensure common customer data and a shared customer service center? What metrics might be useful? All answers to the questions should be well written and well thought out. Please submit the aforementioned assignment as ONE document.To help keep the various reporting and relationship roles straight, I have attached the organization chart. Basic Formatting Guidelines Double space the entire document (title page to reference page) One inch margins Size 12 font Times Roman Title Page: Running head/p#; title; course; date; your name Reference Page: APA Please refer to the Case Study Rubric that is attached for grading expectations.

Paper For Above instruction

Introduction

The case study of RR Communications presents a complex scenario involving organizational restructuring through shared services, leadership decisions affecting employee relations, and strategic alignment across multiple divisions. This paper critically analyzes the key issues raised in the case, including leadership approaches, structural relationships, implementation strategies for shared services, IT decentralization challenges, and governance mechanisms necessary for achieving enterprise-wide objectives. The discussion synthesizes theoretical frameworks and practical insights to propose informed solutions that align with organizational goals.

Leadership and Employee Relations

Patton’s decision to publicly fire the DIOs raises significant questions about leadership style and communication effectiveness. From a leadership perspective, the approach may undermine morale and trust, especially if employees perceive the firing as abrupt or lacking prior engagement. Ethical leadership advocates for transparent and private discussions to ensure dignity and respect (Bass & Avolio, 1995). This approach fosters trust and can facilitate smoother transitions. The public firing, reminiscent of a theatrical “you’re fired!” moment, risks damaging relationships with both the dismissed employees and their supervisors—namely, the divisional presidents. This action might also be perceived as a lack of strategic communication, which is essential for maintaining organizational cohesion (Bennis & Nanus, 1985).

Organizational Structure and Relationships

The organization chart reveals that DIOs likely have a dotted line relationship with their divisional presidents and possibly a dotted line to Patton—although clarity on this is crucial. In matrix organizations, such dotted lines signify shared authority and responsibilities (Tavakoli, 2007). If DIOs report primarily to their divisional presidents but are also accountable to Patton, then a matrix structure is in place, promoting cross-functional collaboration. However, ambiguity in these relationships can cause confusion, overlap, and conflict, emphasizing the need for clear role definitions and communication protocols (Galbraith, 2000).

Divisional Presidents’ Perspectives

Divisional presidents are likely to view the firings as disruptive, especially if they were not consulted or informed beforehand. Such unilateral actions could be perceived as undermining their authority and raising fears about losing control over their divisions’ personnel. This can foster resistance to subsequent initiatives and diminish trust in leadership. Engaging divisional leaders early and involving them in decision-making processes is crucial to securing their support (Yukl, 2013).

Implementation of a Shared Customer Service Center

The advantages of a single customer service center include improved customer experience, consistency in service delivery, operational efficiencies, cost reductions, centralized knowledge management, and enhanced data analytics capabilities. These benefits collectively contribute to a competitive advantage and strategic agility (Heskett et al., 1994).

Strategic Implementation Plan

To ensure support from divisional presidents, a comprehensive implementation strategy should include stakeholder engagement, clear communication of benefits, phased rollout, and alignment with divisional goals. Conducting pilot programs, providing training, and establishing feedback mechanisms will foster buy-in. Recognizing and addressing specific concerns of each division ensures shared ownership and minimizes resistance (Kotter, 1997).

Decentralized IT Functions and Enterprise Vision

While decentralization offers agility and customization, achieving an enterprise-wide vision requires integrating IT functions into a cohesive strategy. A decentralized IT model may cause fragmented systems, inconsistent data, and siloed information, hindering holistic decision-making. Centralized governance frameworks and shared platforms can reconcile decentralization with enterprise coherence (Carr, 2003).

Challenges of Disparate Information and Lack of Strategy

The absence of a common information infrastructure and enterprise Information Management (IM) strategy leads to data duplication, inconsistent customer data, and difficulties in providing unified customer experiences. These issues can result in increased operational costs, compliance risks, and strategic misalignments, undermining organizational responsiveness and competitiveness (Davenport & Prusak, 1998).

Governance Mechanisms and Metrics

Effective governance includes establishing data stewardship roles, implementing policies for data quality, security protocols, and access controls. A master data management system ensures consistent customer data across divisions. Useful metrics encompass customer satisfaction scores, resolution times, first contact resolution rates, data accuracy levels, and service level agreements (SLAs) adherence, providing measurable indicators of success (Weill & Ross, 2004).

Conclusion

In conclusion, RR Communications' case underscores the importance of strategic leadership, clear organizational structures, comprehensive implementation planning, and robust governance to achieve shared services effectively. Balancing decentralization with enterprise standards, fostering divisional support, and emphasizing data integrity are critical for realizing the benefits of centralized customer service and integrated IT functions. Implementing these strategies can position RR Communications for enhanced operational efficiency and superior customer experiences, aligning with broader organizational objectives.

References

• Bass, B. M., & Avolio, B. J. (1995). Leadership and the transformation process. Harper Business.
• Bennis, W. G., & Nanus, B. (1985). Leaders: Strategies for taking charge. Harper & Row.
• Carr, N. G. (2003). IT Doesn't Matter. Harvard Business Review, 81(5), 41-49.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
• Galbraith, J. R. (2000). Designing organizations: An executive guide to strategy, structure, and process. Jossey-Bass.
• Heskett, J. L., Sasser, W. E., & Schlesinger, L. A. (1994). Putting the Service Profit Chain to Work. Harvard Business Review, 72(2), 164-174.
• Kotter, J. P. (1997). Leading change. Harvard Business School Press.
• Tavakoli, H. (2007). Matrix management: Cutting through the confusion. AMACOM.
• Weill, P., & Ross, J. W. (2004). IT governance: How top performers manage IT decision rights for superior results. Harvard Business School Press.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.