Poor communication and lack of strategic vision are the main problems faced by the Tech Division of CF&F. Most employees become dissatisfied when opportunities for meaningful achievement are eliminated and they become sensitized to their environment and
began to find fault. Also, in CF&F performance deficiencies result from motivational problem which is closely connected with lack of skills. The weakness of the division is low trained staff and authoritarian leadership, poor communication and decision making process. Most employees are frustrated with the lack of progress and effective management. The threat is absence of coordination and unity between executives, and differences as for perspectives of power of top management. Many managers suppose that they need to dominate subordinates. The focus of power is with the manager, and all interactions within the group move towards the manager. The manager alone exercises decision-making and authority for determining policy, procedures for achieving goals, work tasks and relationships, control of rewards or punishments (Durant, 1999).
The success or failure of a current strategy depends not only on decisions made in the past but also on how those decisions are being implemented now by people employed by the organization. It is therefore important to questions about who, how and why people are doing what they are doing and what they should do in strategic implementation.
This situation shows that the Tech Division of CF&F needs a strong leader to be ruled. Nepotism is one of the main negative features which reduce effective promotion and communication between employees. Without the direct participation and support of an institution's leadership, power cannot be pushed to its full potential. Leadership requires many of the characteristics common to all leaders, but also requires special abilities to manage any organization in today's rapidly changing environment (HRM Guide, 2006).
Lack of training and promotion is another problem faced by employees. In this very case, lack of training decreases the level of individual and organizational competence. It prevents employees to reconcile the gap between what should happen, and desire-targets and standards of performance; and what is happening and levels of work performance.
A significant and disturbing feature of the Tech Division of CF&F is the negative attitude towards the benefits of training shown by Frontline Supervisors. Too often training is seen as a necessary expense to achieve output targets. It is not seen as providing long-term benefits or improving organizational performance. A common view of training is an activity undertaken by large corporate bodies who can afford it.
Lack of people-centered approach results in low motivation of employees and management staff (Frontline Supervisors). Too many managers appear to attempt to manage through the use of rules, systems, procedures and paperwork, rather than with and through people. Managers should have a highly developed sense of people perception, and understand the feelings of staff, and their needs and expectations. It is people who are being managed and people should be considered in human terms. A genuine concern for people and for their welfare goes a long way in encouraging them to perform well. For many hourly employees, grief