Real Business IT Can Be Difficult For A Business To Improve

Real Businessit Can Be Difficult For A Business To Improve How It Oper

Real Businessit Can Be Difficult For A Business To Improve How It Oper

Real business operations can be challenging to enhance internally, often necessitating external perspectives to identify improvement opportunities. Companies like Target and Walmart frequently engage outside consultants—professionals hired on a contractual basis—aimed at diagnosing organizational issues and recommending improvements. As a leadership consultant hired by a large discount retail chain, the task is to evaluate and improve the company’s leadership structure and management approach.

Paper For Above instruction

Effective organizational improvement requires a nuanced understanding of structural and managerial elements within a company. This essay discusses the application of external consulting principles to enhance operational efficiency through an analysis of organizational structure, human resources practices, and leadership styles, both from a general perspective and a reflection on specific company scenarios.

Evaluating Organizational Structure

The first step involves analyzing the organization’s chart to assess whether the structure is tall or flat. A tall structure is characterized by multiple hierarchical levels, creating a clear chain of command. Conversely, a flat structure has fewer layers, promoting greater communication and quicker decision-making. For instance, if the company’s chart reveals a hierarchy with many managerial tiers, it indicates a tall structure, which can lead to slower communication and potential bureaucratic delays. Conversely, a flat structure can foster agility but may impact clarity of authority and role definition.

Based on knowledge of organizational hierarchies, a tall structure often constrains responsiveness and flexibility, especially in dynamic retail environments. A flat hierarchy, by contrast, encourages collaboration and rapid adaptation, which are essential in managing in-store operations efficiently. Therefore, the structure’s nature significantly influences operational agility, employee communication, and decision-making processes.

Analyzing Human Resources Practices

The company provided a Process Chart outlining current HR practices. To identify missing elements, it is essential to compare this process with the comprehensive HR cycle, which includes recruitment, onboarding, development, evaluation, and retention. Typically, the missing step can be employee development or succession planning, both critical for continuous improvement and leadership continuity.

If, for example, the current process omits ongoing training or career planning, the company risks stagnating employee growth and performance. Incorporating development initiatives fosters skill enhancement, motivation, and retention, ultimately leading to a more competent and committed workforce. Omitting this step can result in skill gaps, decreased engagement, and higher turnover rates, negatively impacting overall operational efficiency and customer satisfaction.

Leadership Style and Its Impact

Understanding the team leader’s current leadership style involves analyzing their described behaviors and preferences. Common styles include autocratic, democratic, laissez-faire, or transformational leadership. Suppose the leader exhibits a predominantly autocratic style, characterized by strict control and direct oversight.

This style offers benefits such as clear authority, quick decision-making, and consistency, which can be advantageous in fast-paced retail settings. However, drawbacks include reduced employee engagement, limited autonomy, and potential suppression of initiative. These limitations may hinder motivation and innovative problem-solving, essential for maintaining a competitive retail environment.

Enhancing leadership effectiveness entails adopting a more participative style, encouraging input, and fostering a collaborative environment that can boost team morale and performance.

Application to a Real-World Context

Applying these principles to a personal or company's context enhances understanding. For example, in a retail environment like a previous employer, analyzing the organizational chart might reveal a flat hierarchy, enabling faster communication and decision-making, beneficial for responding to customer needs swiftly.

Regarding HR practices, one might find effective onboarding and employee engagement initiatives; however, lacking structured development programs. Addressing this gap through targeted training and career progression opportunities can improve team competence and retention.

Leadership analysis might show a supervisor with a transformational style, motivating by inspiration and fostering innovation. While beneficial for morale, excessive focus on vision might overlook operational details. To enhance leadership, balancing inspirational motivation with clear process management can create more sustainable team performance.

Conclusion

Assessing organizational structure, HR practices, and leadership styles provides vital insights into operational strengths and areas for improvement. External consultants can facilitate transformative change by recommending structural adjustments, refining HR processes, and developing more effective leadership approaches. For retail businesses striving for excellence, such comprehensive evaluations are key to adapting in a competitive environment.

References

• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Dessler, G. (2020). Human Resource Management (15th ed.). Pearson.
• Robbins, S. P., & Coulter, M. (2018). Management (14th ed.). Pearson.
• Hersey, P., & Blanchard, K. H. (2013). Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall.
• Bogdanov, A. (2016). Organizational structure and performance in retail. Journal of Retailing, 92(2), 134-150.
• Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR? Human Resource Management, 54(2), 177–186.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Fisher, C., & Ferrell, O. C. (2018). Business Ethics: Ethical Decision Making & Cases (12th ed.). Cengage Learning.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Bratton, J., & Gold, J. (2017). Human Resource Management: Theory and Practice (6th ed.). Palgrave Macmillan.