Final Project Leadership and Organizational Behavior

1.- What happened? (Background, brief description of events, specific leadership actions)
What were the results? (Real or potential. Try to include both positive and negative possibilities.
Even if the event seemed clearly good or bad, consider unintended consequences.)

I am currently doing my master's practices, and during the first week they told us about
a big problem that the company has related to ambiguity in the roles of employees, the
company is currently being restructured, they want all their processes leaner (without
waste) and more efficient (automated).

One of the biggest challenges they faced when trying to automate processes was that
several employees were fulfilling roles that did not correspond to them or that were
not defined in the description of their work but to a certain level those “other functions”
were indispensable for the rest of the company, for example "having a friend in the local
government to process papers faster" that can probably be solved without the need of
a contact but there are thousands of processes/assignments that have to be reviewed
and are not currently documented (that was not part of the original organizational
model).

As a first solution, the leader in charge of the reorganization and automation of the
company processes decided to implement a ticket system strategy to have control over
all processes and to be able to measure them through KPI’s which led employees to
question and think the following: I am now working by tickets right? so anything
outside the ticket description is out of my job.

This means that we got improved and streamlined processes but changed the mindset
of the employees.

2.- Why did this happen? (Consider all possible factors, including the people and the situation)
This happened because when the company was emerging, they grow inorganically and
with lots of acquisitions that had different methodologies or mindsets in their own
organizations, this led to a company unstructured and the need of a leader to set the
groundwork.
Also, a lot of people were hired with an incorrect work description, they ended doing
something else but in paper that never changed.

3.- What class concepts are relevant to this situation? (Mention at least one concept from class
and how they can be used to interpret the situation.)

Merging the results from implementing the tickets and the Organizational Citizenship Behavior
we can conclude the following:
 Organizational Citizenship Behavior
Sense of Purpose Reduced
Feeling in Control Reduced
A renewed sense of Vigor Reduced
Clear Up Role Ambiguity Increased
Increased Job Performance Increased
Engage Early-Career Workers Increased

As I previously wrote, the processes got improved and streamlined but the people were
left behind.

4.- What did you learn from this? (Broader lessons that might apply to other situations or
problems.)
In order to solve this and applying what I learned from these lessons we are working
in how to improve the employee satisfaction mapping the employee/customer
journey and differentiation from Satisfaction and Engagement.

Original
Customer Experience Pulls Business
organization
experience Outcomes

Customer Customer
Escalations
satisfaction loyalty
Customer
Experience Increased
Customer Continuous efficency
engagement improvement
Increased
productivity
Continuous
Reduced
Employee Improvement
Improvements costs
experience Employee
engagement
Decreased
New Services efficiency

Decreased
productivity
Employee Customer
Satisfaction loyalty Increased
costs

Staff Employee
engagement retention
& satisfaction rate

Expectation Self-service
Customer Experience
levels portals
Pushes