Argo Performance Strategy - Case Study Example

The change was thoroughly evaluated by the committee and found it right to restructure the client teams. They sought to embark on a change to achieve desirable results. To solve the issue, they deployed an external team of consultants for reviewing the policy. The team interviewed the managers and employees. The team of consultants was also tasked with the responsibility of recommending changes. This indicates that the capacity of the management to asses and review happenings in the organization was in a good position. The assessment focuses on a regular review of the activities and results of the organization to ensure adherence to the excellence model. Through the review, Argo ID was able to identify its strengths.

Another area in the organization that did well was deployment. After the team of consultants administered the recommendations, the line manager and questionnaires were administered on to the employees on their preferential positions in the new organization briefings. The success of deployment was evidenced by the ability of more than 80% of the total number of employees to get their preferred positions. In addition, the rest does not lose anything since they were interviewed for other positions. The Chief Executive Officer of the company, Bill Marshall made presentations that featured how the work was to be done and the scheduling thereof.

Organizational and Management Review did a review on the way the operations were being conducted and went a step ahead to outsource for services of specialists to streamline the situation. The recommendations by the consultants helped reshape the organizational structure of the company hence conserving it from the blink of failure. This time round the approach was rectified, hence changing the expected scenario.

The results of the initial process were not right. They called for a reshuffle of the entire employment structure for it to deliver desirable results. The failure in achieving the results was expensive to the organization since they had to re-embark on a new strategy that involved an overhaul of the entire system. Results are the ultimate goal of every organization, it emanates from a wrong approach taken in implementing a good idea. Sometimes, the approach may be wrongly placed and may not be made by the individuals involved leading to undesirable results. This was the case with Argo.

One of the main issues to check in the organization is the staff interactions in the organization. The questions are about how the employees interact in the organization at different levels. The relationship between the juniors and seniors in the organization is paramount; I would like to know why the majority of the staff preferred a change in the place of work. Underlying issues in the organization may cause a disparity and breakdown in communication. I would also like to know about the structure and the policies of the Organizational and Management Review. It seems they play a very important role in the organization, understanding their composition, the mandate and their way of operating is very important to the organization.

Argo seems to be on a positive trend in achieving satisfaction for the employees. Considering the trend in meeting the set targets, 2008 met the expected people satisfaction while 2009 surpassed the set satisfaction. According to the survey done, it is also evident that the leaders have been consistent with the values of the organization for the last three years running. The approachability and responsiveness of managers have raised concern for the unsatisfactory results but the trend has been on the rise despite the stagnation in 2009 from 2008. In terms of job security, the majority feel they are secure, a trend that has seen growth over the years. However, the individual contribution to corporate goals is wanting, and more needs to be done to get to the projected targets. In terms of communicating with the junior officers, the management seems to be doing well but there seem to be barriers to upward communication, and it falls far below the targets.

I would explore the areas of communication between the management and employees, the increasing rate of absentees, the dynamic employee turnover rate, and the varied difference between the projected staff training expenditure and the actual expenditure. I would recommend additional staff training, conducting a survey on employee motivation, and implementing the findings to ensure the staff is fully motivated.