Management

Questions:

Instructions:
Your group is from a well-regarded consultancy firm and has been engaged by your client,
ComSyst Technologies (CST) to provide advice on addressing a variety of challenges.
CST is a multi-national communications software and systems developer serving the defence
and emergency services industries. CST has offices in Australia, New Zealand, the United
States, Philippines, India and South Korea.
CST has recently lost three major tenders to competitors and their market share has
declined substantially in the last two years. This has been attributed to some significant
people related issues including poor employee performance, low employee engagement, a
decline in staff retention and resignations of some key specialists. Technological
advancements elsewhere have highlighted a gap in CST’s technical skills and capabilities.
Your brief from the client is to prepare a report with recommendations to achieve the
following objectives over the next two years:
1. Ensure CST is well positioned for the future by attracting and retaining the best
talent possible
2. Create a team based high performance culture
3. Build employee capability and performance
To address these objectives your consulting team will need to draw on content from
modules two, three and four. Some consideration may need to be given to other module
content if deemed relevant. It is also expected that groups conduct research beyond the resources provided on the subject site
For each of the objectives mentioned above, you must include at least one real world
example / case study from the literature of how other organisations have successfully
achieved the same or similar.
Your group must prepare a business style report for the Chief Executive and Board of
ComSyst Technologies. Whilst the format may vary, it must include the following:
 Cover page
 Executive Summary
 Table of Contents
 Introduction
 Background
 Main Discussion
 Recommendations
 Conclusion
 Appendices

You may make any necessary assumptions; however, any significant assumptions should be
detailed in your report.
Groups will be assessed against the learning rubric below.
Teamwork and group participation will constitute 20% of the mark for the assignment for
each member of the group.
Group participation will be determined as follows:
 Each participant in the team will evaluate the other member’s contribution using a
participation score matrix (see Appendix 1 Team Participation Score Matrix)
 Each participant is to assess their peers according to the Peer Evaluation Grading
Scheme (see Appendix 2)
 Each participant is also required to complete a self-review using the score/rate found
in the Team Participation Score matrix.
 The score matrix will be individually submitted to the Facilitator at the same time as
the group (collective) report submission.
 The Facilitator will take into consideration the average “team participattion score” for
each member to determine the weighted ‘Teamwork’ criterion rows in the final
marking rubric for this assessment (see below).
 All peer evaluations are confidential and individual rankings will not be released to
other members of the group.
 Failure to submit a self-review and peer review correctly, or at all, will result is zero
grading for this assessment criteria.
 Groups should refer to the marking rubric to ensure all the assessment criteria are
addressed.
Referencing:
You must recognise all sources of information; including images that you can include in your
work. Reference your work according to the APA 6th edition guidelines. Please see more
information on referencing here http://library.laureate.net.au/research_skills/referencing
Submission Instructions:
o Each group is to submit one final Case Study submission into Assessment 2
submission link in the Assessment section found in the main navigation menu of the
subject Blackboard site. A rubric will be attached to the assessment.
o Each student is to submit a completed team participation score matrix document in
Assessment 2 review submission link.
MGT600_Assessment 2_Case Study.docx Page 4
of 8
The Assessment 2 Case Study assignment and individual Team Participation Score
documents are to be submitted at the same time for the facilitator to finalise grading for
this assessment. The Learning Facilitator will provide feedback via the Grade Centre in the
LMS portal. Feedback can be viewed in My Grades.

Answers:

 The report helps in analysis of the different kinds of challenges which are being faced by CST which is required to be identified in accordance to provide different solutions for resolving the issues in an effective manner. The main aim and purpose of the report is to identify those gaps which are being faced by the organization that includes decline in the retention of the staffs, resignation of the key specialists, technological advancements are not showing proper enhancement and this is creating gap in the capabilities of CST as well. The different effective communication skills is required to be adopted by the organization as to improve the different skills in an effective manner.

These are the different key issues which are required to be discussed in the report and this will help in managing the differences in an appropriate manner. Additionally, the application of the different approaches of the strategic management is required to be analysed in an appropriate manner which can be recommended to the company in addressing the issues effectively and this will help in managing the different kinds of risks effectively. Lastly, there are different kinds of alternatives which can be provided to the company to improve their situation and gain more competitive advantage.

CST is one of the multinational kind of communications software along with the system developer which helps in serving the defence along with emergency kind of services industries. Furthermore, the company has different offices in Australia, The United States, New Zealand, South Korea and India (Consyst Technologies, 2018). The company was founded in the year 2008 by the different engineers who have a strong background in Control/Electrical Engineering. It was seen that the company faced with different kinds of issues such as there was loss of major tenders to the different competitors and the market share of the respective company was declined in the last two years which was inappropriate for the company as well.

Furthermore, this was seen and analysed that the company was not successful in different kinds of projects which was done by them and this affected their market share in an ineffective manner. There are different products and services which are provided by CST that includes the different sensors, instrumentation, different kinds of control panels and engineered systems as well. Additionally, there are different other services provided by CST to their clients which include instrumental design of the system, operation along with the maintenance, selection of the instrument and cabling and termination as well (Ashkanasy, Härtel & Zerbe, 2016).

Lastly, there were different kinds of issues which led to less retention rate among the different employees in the organization and this has led to different kinds of issues in an ineffective manner. It has been noticed that there has been resignation of the different key specialists and this has affected the entire reputation of the company in a negative manner. There were different kinds of issues in the technological advancements in an ineffective manner which was not at all appropriate in nature and this affected the entire reputation of the company ineffectively (Heding, Knudtzen & Bjerre, 2015).

There are different challenges which was faced by CST which has affected the entire reputation of the organization in a negative manner. Furthermore, the main three challenges which are required to be discussed in this perspective are as follows:

• Decline in the retention of the staffs along with low morale of the staffs in the organization (Cornelissen et al., 2015)
• Resignation of the different key specialists as there was no scope of the work and there was no scope for career-oriented opportunities (Kipping & Üsdiken, 2014)
• Implementation of technological advancements elsewhere has affected the gap in the capabilities of CST (Bratton & Gold, 2017)

These are the major three challenges which are affecting the entire brand image of the organization and this is creating issues for the company as they are not being able to take any steps in reducing the issues. However, this is the duty of the organization to take proper steps to reduce the issues appropriately (Geisler & Wickramasinghe, 2015).

Firstly, the resignation of the different key specialists has been one major issue in which it can be seen that the employees are not being provided with proper morale in performing the tasks effectively. It was seen and analysed that there was limited scope for the specialists to perform their tasks which affected their morale in a negative manner. The work which are performed by the organization are unchallenged in nature and they are dissatisfied with the job performed by the employees.

 Secondly, the decline in the retention of the staffs is the other major issue which was faced by CST and this was the major reason in which there was lack of skilled employees in the organizations. It has been seen that there are major management mishaps in which the problems faced by the employees are not being concerned and this affects the entire morale of the employees. (Baker & Saren, 2017)

 It has been analysed that there is no room to grow for the employees and the career advancement is not being done as this is planned. Lastly, the workplace policies are rigid and there is no flexibility in the policies of the organization which is demotivating the employees in a negative manner (Mahadevan, 2015). It has been noticed that the company is not being aware about the various kinds of decline reasons which occurred. It was analysed that the technology used by the company was backdated and this hampered the overall profitability of the firm in a negative manner.

Lastly, there was rigidity in the different technological advancements of the company in which this has been seen and analysed that technology is not effective in CST which is making the business inefficient in nature and they are not at all being competitive in nature (Gond et al., 2016). Furthermore, this was noticed that the company CST lost different tenders to the competitors in the market and this affected the performance of the employees as well. The market share was declined and this caused decline in the sales of the profit in an inappropriate manner. Due to this, the company was unsuccessful in nature which created decrease in the morale of employees and there was decline in the engagement of the employees (Hill, Jones & Schilling, 2014).

Ashkanasy, N. M., Härtel, C. E., & Zerbe, W. J. (2016). Introduction. In Emotions and Organizational Governance (pp. xvii-xviii). Emerald Group Publishing Limited.

Baker, M. J., & Saren, M. (Eds.). (2016). Marketing theory: a student text. Sage.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Consyst Technologies – SENSORS | INSTRUMENTS | PLC | SCADA | HMI | VFD | REMOTE MONITORING | CONTROL SYSTEM | ENERGY MANAGEMENT | PANEL BUILDING | INTERNET OF THINGS. (2018). Retrieved from http://intconsyst.com/en/

Cornelissen, J. P., Durand, R., Fiss, P. C., Lammers, J. C., & Vaara, E. (2015). Putting communication front and center in institutional theory and analysis.

Geisler, E., & Wickramasinghe, N. (2015). Principles of knowledge management: Theory, practice, and cases. Routledge.

Gond, J. P., Cabantous, L., Harding, N., & Learmonth, M. (2016). What do we mean by performativity in organizational and management theory? The uses and abuses of performativity. International Journal of Management Reviews, 18(4), 440-463.

Heding, T., Knudtzen, C. F., & Bjerre, M. (2015). Brand management: Research, theory and practice. Routledge.

Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated approach. Cengage Learning.

Kipping, M., & Üsdiken, B. (2014). History in organization and management theory: More than meets the eye. The Academy of Management Annals, 8(1), 535-588.

Mahadevan, B. (2015). Operations management: Theory and practice. Pearson Education India.

 

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