FINAL PROJECT

Training program:
Master of Business Administration
Subject:
Personnel Management and Organisational Behaviour
Send to: hr@eneb.com

ENEB Business School

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TABLE OF CONTENTS
BACKGROUND...............................................................................................................3

1. Analyse the current Art's Food situation in terms of human capital.........................6

1 a. What is the position in which the staff of the Educational Area have found
themselves?.....................................................................................................................7

1 b. Define the causes of how this point has been reached and what consequences
can be derived if you do not intervene:............................................................................7

c. Draw up the needs that you think the company requires and which Management
hasn't detected................................................................................................................8

2 a. Define the stages of evolution in work teams and identify in which stage the
Educational Area of the company currently is...............................................................10

2 b. Identify the formal and informal teams that you detect in the company and justify
your response................................................................................................................12

2 c. Following the typology of Meredith Belbin, give a role to each of the workers in
the educational area who are in the office.....................................................................12

3 a. What type/s of power do you think he has?........................................................14

3 b. What management functions do you think Roger performs? And what other roles
does he lack? Justify your answer.................................................................................14

3 c. From the characteristics of a leader, what specific aspects should Roger work
on to be a more complete leader?.................................................................................16

3 d. Propose actions to improve those skills in communication, motivation, awards

and group cohesion.......................................................................................................16

3 e. What style of leadership should Roger have to improve the situation?..............17

4 a i. Indicate the benefits of empowerment and improvements that can be

obtained.........................................................................................................................18

4 a ii. Define one or more goals to achieve with this tool..........................................19

4 a iii. Choose a type of inspiration which Roger should use........................................19

4 a iv. Propose a series of actions and/or empowerment techniques...........................19

4 a v. Plan these actions chronologically..................................................................21

References....................................................................................................................22

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BACKGROUND
The company Art's Food is an organisation with 28 years of history in the area
of services. The company's headquarters are located in Sabadell, although the
services are provided in numerous points of the Catalan territory. The company
has three areas (Educational, Hotel and Events), all related to catering.

The company achieves a higher turnover in the educational area, dedicated

mainly to serving the catering of a large number of schools (currently more than
150). This area is a great entrance of money for the company, but it also
requires a great structure and organisation. The feeling of the worker is that the
future and the viability of the company mainly goes through the proper
functioning of this area.

However, although in recent months the department has been meeting the
objectives set and continues to gain public and private tenders (which means
more schools and clients), there is widespread discontent among its workers,
since the management does not know not how to handle the situation and that
translates into a poor environment.

Raquel Torrà is the director of the educational area, a competent and proactive
woman, with more than 10 years in the position. Above her there are only Josep
Font, Chief of Operations, and Roger Art, founder and director of the company.
They have a way of understanding the business world that is very classic and
authoritarian, they do not take their workers into account, and they only move
by objectives. In turn, they derive full responsibility from the area directors to
communicate the decisions to their workers. They do not usually have direct
contact with the workers and, if they do, it is scorched and hostile
Roger is only interested in obtaining good economic results without caring about
the personal situation of his workers. An example of this is that, on average,
workers in the educational area are having to do 10 extra hours a month to be
able to fulfil their tasks. This situation is common in recent months and, far from

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solving it, their opinion is "they’re supposed to work, that’s what we pay them
for". He has also been heard saying, on more than one occasion, phrases such
as "if they are not motivated it’s not my problem, they should come motivated
from home" or "they should manage with the resources they have" when asked
about strengthening the educational area team. All this situation is generating
negative repercussions for the future of the company in general, and in the
educational area, in particular, although management doesn’t seem to notice.

The educational area is made up of 19 workers. As has already been

mentioned, Raquel is the director of the area and has a very experienced and
prepared team, both in the operational and commercial sectors. In turn, she is
characterised by having excellent communication skills and a very remarkable
ability to lead, which is helping to relieve the bad environment somewhat, but
she does not know how long she will endure.

Her team consists of 12 area coordinators who mainly perform the work at a
distance during their working day, as they are responsible, in an autonomous
manner, to supervise the proper functioning of the service of the schools in
each area. The remaining 6 workers are two commercial employees, who are
responsible for preparing and managing the active competitions; a personal
assistant of Raquel, who offers direct support to her and to the area
coordinators; an administrative assistant, responsible for customer service and
various tasks; an office clerk responsible for managing routine actions; and a
product technician, in charge of negotiating prices and managing incidents with
suppliers. In general, there is a good atmosphere among all of them, although
the continuous stress and the lack of empathy from the management are
beginning to generate problems.

The members of the educational area that are in office are as follows:

- Joan: salesman. He has been with the company for six years and is a
severe and responsible person. For him, the most important thing is to do
his job well above everything and everyone. He does not have a bad
relationship with his peers, but he is selfish. He considers himself well

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 positioned and happy with his situation as he receives bonuses for won
tender.

- Enrique: salesman. This is his third year in the company and, unlike
Joan, he gets along very well with the other colleagues in the area. He is
a very happy and confident person, highlighting his excellent
communicative ability. For him, the current situation is neither fair nor
sustainable.

- Lorena: She has been in her position for three years (assistant to
Raquel) and is a crucial player in the group. She is a very cheerful
person and is confident and confident in her work and training. She is the
wild card of them all because her position in the Educational area makes
it indispensable for the proper functioning of this area. She is dynamic
and always takes the initiative and is willing to help anyone who needs it.
However, despite her importance in the company, she does not feel
valued by management.

- Elisabeth: The most senior employee, she is tasked with managing

routine actions. In spite of not having any type of training, she strives to
do her job well and has a great ability to be heard and avoid friction with
customers. She is a smiling person and always tries to improve the day
for her companions.

- Julia: she has only been with the company for 5 months. She is an
administrative assistant and deals with customer service (parents),
among other administrative tasks. Being the youngest of the group, she
does not want to enter into controversies and tries to go unnoticed. She
is unsafe on many occasions, as she notices that the work environment
is rarefied.

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 - Anabel: has been working on the product for more than 8 years. Her
significant experience makes her a specialist in her field. She is well liked
by her peers.

Although the area coordinators do not usually work in offices, they have their
common work area in them. They are a cohesive group, but the stress and lack
of recognition by management are beginning to generate conflicts, resulting in a
decline in service quality. In general, most coordinators are open to helping
colleagues, which facilitates their work and the resolution of possible arising
conflicts.

Finally, Raquel's personal assistant has informed the company of her decision
to accept a work offer, since she considers that she has not been sufficiently
valued (when she was admitted, she was offered a salary below what was said
in the interview, and they haven’t reviewed it since she’s been in the company).
The situation stresses them a lot, since she gets along great with Raquel and
with Anabel, Julia, Enrique and Elisabeth, and they form a very competent and
cohesive working group, helping each other in everything they need. They have
the same opinion about Roger's management, and they are considering taking
similar measures if the situation does not change.

DEVELOP

1. Analyse the current Art's Food situation in terms of human

capital.
Art’s Food is a mature, stable and growing company with approximately three
decades in the food industry. This makes it an attractive and prospective for
employees and potential job seekers. Possesses human capital is the stock of
habits, knowledge, social and personality attributes embodied in the ability to
perform labour so as to produce economic value. Human capital is unique and
differs from any other capital. It is essential for companies to achieve goals,
develop and remain innovative.

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From resource part of view, the Human capital of given company is in a terrible
shape. Due to increased volume of work, Educational Institutions Department
(EID), personnel feels emaciated and exhausted. Working +10 hours per week
for the entire staff is showing significant tension and this "passion bubble"
eventually will blow up. There are already signs of this. The operations team,
that consist only of 12 Area Coordinators, already serves for 150 clients and
since the Commercial Team is doing a good job winning more and more
consecutive tenders, the volume of work and clients number is set to grow
faster than EID headcount. Only Affiliate leadership of the EID Director keeps
the working teams' spirit high.

Then, from an analytical perspective, answer the following questions:

1 a. What is the position in which the staff of the Educational

Area have found themselves?
In the Educational area, the employees:
 Feel undervalued by the management despite them meeting the
set objectives and targets.
 Feel that they are not fairly compensated.
 Feel demotivated by the management.
 Tensions within the team will grow.
 Work for extended hours.
 Lack job satisfaction.
 Are discontent and in the verge of leaving their job.

1 b. Define the causes of how this point has been reached and
what consequences can be derived if you do not intervene:

Cause: How the point was reached Consequences if not intervened

The management does not consider This disrupts the work-life balance
the workers welfare. For Example, leading to low morale for the workers,
they work an extra 10 hours in a low productivity and increased

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 month.
Roger Art doesn’t take his workers
into account when making any
decisions.
Cause: How the point was reached
Lack of recognition and
appreciation by management.
No close partnership between the
management and employees.
No fair compensation of the work
done.
Managers direct communication
with workers is intimidating and
hostile.
turnover.
The employees become discontented
and apathetic which adversely affects
the company's performance.
Consequences if not intervened
A decline in service quality, under
performance, decreased productivity
and high employee turnover rate.
Low morale, and job satisfaction, and
less commitment from the employees.
Decreased productivity, unhappy
workers, low morale, high turnover
rate. E.g Lorena keeps thinking about
quitting.
Low job satisfaction, poor quality work
and employee retention issues.

c. Draw up the needs that you think the company requires and
which Management hasn't detected.

Roger is "only interested in obtaining good economic results without caring

about the personal situation of his workers" (Case study).
The following needs have been overlooked or not detected by the management
of Art Food's education department:

 Art Food's does not embrace teamwork. According to Schmutz, et al.,

(2019), teamwork and collaborative problem solving encourages employee
growth, enhances job satisfaction and lowers work stress.

 Workers are being overworked. From the case study, the employees are
asked to work for an extra 10 hours every month. The 10 hours will equate to
120 hours in a year. This will be considered illegal since the most labour laws

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state that employees should not be subjected to over 80 hours of overtime in a
year (Sabater et al, 2021).

 Art Food's does not recognize and reward employee's hard work. When
employees are unrecognized, they don't feel like they are part of the team. Their
skills and talents become underutilized, and they put a negative energy and
high employee turnover which affects productivity (Amoatemaa & Kyeremeh,
2016).

 Art Foods has not factored that employees require a challenging

environment where they utilize their work and educational experience fully.

 The company's salary and benefits are below par and some employees
have not received any salary increase since they joined the organization.
According to Amoatemaa and Kyeremeh, (2016), a higher wage increases
employee productivity.

Corporate Social Responsibility Through Leadership -

Relationship with own employees is missing in the company as a key basic
need in order to gain success and survive.

The company is fortunate to have talented and cooperative employees;

however, the issue is that there is a risk of high turnover rate of employees due
to lack of motivation and stressful work conditions.

The company requires motivational needs, which can be provided through

additional compensation for extra work hours and recognition of achieved
performance goals. Management is negligent towards the motivational needs of
employees because they believe that the offered base pay is enough to
compensate for the heavy workload.

The management, being shortsighted, have not overseen basic needs of the
company, attending which, could have prevented present situation. For this, we
will use the Maslow's Hierarchy and apply it to Business:

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 Recognition. Brand, market leadership,
diversification, expansion

Structural needs. Departments, systems,

reporting structure

Relationship needs. Customer intimacy,

employee engagement

Developmenr needs. Growth, profitability,

people, extended offer, marketing

Survival needs. Access to funds, core product

promises, ability to transact, customer,
salepersons

This basic Maslow's Hierarchy is applicable to humans as well as to business

entities with a bit of adaptation, modification, and clarification:

2. Once the situation is analyzed:

2 a. Define the stages of evolution in work teams and identify in

which stage the Educational Area of the company currently is:
Stage Attributes and Description
Formative In this stage, the team members get oriented and acquainted. The
Stage: stage is characterized by high rate of uncertainty and a
knowledgeable member may take control (Stein, 2019). Personal
goals are set and aligned with the goals of the organization. This

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 stage culminates in the integration of new members into the team
and most interactions are social as members get to know each other.

Conflict or This is the most challenging and critical stage in an organization.

Storm Stage: During this stage, emotions and internal conflicts are high due to
differences in personality and members may disagree on team goals
(Stein, 2019). In some cases, individuals form sub-groups and take
opposing sides based on their beliefs and the benefits they receive.
This stage is crucial for team building as it can either strengthen or
weaken the team. The stage ends when leaders are selected among
the members and a clear hierarchy is established based on factors
like personality, knowledge, organizational position, and leadership
skills.

The In this stage, some conflicts have been resolved and a degree of
Normalization unity has emerged. The team members start working together
Stage: towards a common goal. During this stage, they establish social
connections to strengthen their unity as a team (Stein, 2019).
Interpersonal differences start to be solved and a sense of cohesion
is observed. There is also an increased team performance and
members learn to cooperate and focus on the set goals.

Performance In this stage, is where objectives and tasks are successfully

Stage: achieved. The team has learnt to operate seamlessly, with the team
members committed towards the company's mission. In this stage,
management can assign responsibilities to their subordinates and
focus on other important areas that require their attention.

The In this stage, most of the team's goals are accomplished, the focus
Adjourning shifts to completion and documenting the work and outcomes (Stein,
Stage: 2019). The management formally acknowledges the team members
efforts and successes.

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In this case, the Educational Area of Art Foods is in the conflict stage. The
members are fighting each other. There is also power, leadership and structural
issues. There is also lack of progress and unrealistic goals as well as concerns
over excessive work and excess working hours.

2 b. Identify the formal and informal teams that you detect in the
company and justify your response.

A formal team is created by an organization with a designated purpose and

goals to achieve. These teams have the organization's official support. On the
other hand, informal teams are formed organically through the relationships and
shared interests of individuals within the organization (Daniel, 2018). Despite
not having official backing, the teams can still work together towards a common
objective and benefit from the collective strength of the members.

In this case, the Informal team in the Educational department at Art's Foods is
made up of Lorena, Raquel, Julia, Anabel, Elisabeth and, Enrique. The team
members have come up to help each other in times of need and work together
towards a common objective, given that they work in a challenging and
cumbersome work environment characterized by low morale and productivity.
In the organization, there are 19 subordinate workers who work under Raquel in
the Educational department. This is a formal team established by the
organization. Through her excellent communication and leadership skills,
Raquel has effectively fostered a cohesive group. This team is a formal
structure established by the organization.

2 c. Following the typology of Meredith Belbin, give a role to

each of the workers in the educational area who are in the office.

According to Meredith Belbin's team role typology, there are nine positions that
falling in three categories: thought-oriented roles, action-oriented roles, and

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people-oriented roles (Mind Tools Content Team, 2022).The following are the
nine team roles:

Role Category
The Shaper Action-oriented
The Implementer Action-oriented
The Completer/Finisher Action-oriented
The Coordinator People-oriented
The Team Worker People-oriented
The Resource People-oriented
Investigator
The Monitor Evaluator Thought-oriented
The Specialist Thought-oriented
The Plant Thought-oriented

In this case;

Employee Role
Elisabeth She is people-oriented. She is the team's most senior member,
serving as both the Resource Investigator and the Coordinator. Her
personality and demeanor are an asset to the organization since
she is always happy and has a positive influence on her colleagues.

Enrique He is an action-oriented Implementer. He is a very talented and

conscientious worker who brings out the best in every member of
the team. With his upbeat and confident demeanor, he is a valuable
member of the team.

Joan He has the role of a Monitor Evaluator since he is thought-oriented.

However, He is egotistical and a loner who prioritizes his own
interests over the needs of the team. His negative role has
hampered the team's growth. Joan is unconcerned about other
team members' sentiments or emotions, with no compassion for his

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 employees or team. Because he is thought-oriented, he can also be
a Plant.

Lorena She would fit in as a Team-worker since she is highly people-

oriented and would gladly assist any of her team members if they
needed her help. She is vital to the team as well as the organization
as a whole. Her abilities and talents are not being acknowledged by
management, which is having a negative impact on her.

Julia She would fit as a Completer and Finisher since her role in the firm
is demanding and challenging since she deals directly with
consumers. She is an introvert who avoids getting embroiled in
conflicts and prefers going unnoticed.

Anabel She would fit as a Team work since she is people oriented. She has
been in the organization for eight years and her peers like her.

3. Tell us now about Roger's role as boss.

3 a. What type/s of power do you think he has?

A founder of an organization will have legitimate power (Peyton et al, 2019).
Roger has Legitimate Power given that he is the founder and director. Also,
Roger exercises substantial power over his subordinates because he is driven
by a desire to increase profits and is unconcerned with the well-being of his
employees. He also has a coercive powers through dictatorial control by issuing
threats, force, intimidation, punishment and other forms. Roger has power in the
organization, but he has delegated it to Raquel because she is the supervisor of
the educational department as well as a team leader who controls 19
employees.

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3 b. What management functions do you think Roger performs?
And what other roles does he lack? Justify your answer.
Management is a process that entails accountability for the economic, planning,
and regulatory of the business entity's activities. According to Juneja, (2019),
the management function is divided into five functions namely planning,
controlling, staffing, directing and organizing.

Functions Roger has succeeded in:

1. Planning: Planning entails making full use of monetary and human

capital without wasting any of the resources. In this regard, Roger has done a
rather good job of planning for the monetary gains that the firm has made as the
amount of sales have increased.

2. Organizing: This is a process that brings together financial, human, and

physical resources in order to achieve organizational goals (Juneja, 2019)
Roger has brought these goals together and has achieved success with
financial and physical goals at Art's Foods. Roger has met the financial targets
he set for himself, which is evident from the increasing sales. Functions Roger
has failed in:

3. Staffing: Roger has achieved his goal of hiring since he has several
employees at his organization. However, Roger has failed in this area since he
does not perform formal employee assessment, he pays employees sub- par
salaries in comparison to the industry, no salary increment, workers are
overworked and underpaid with little job satisfaction.

4. Directing: Juneja, (2019) states that directing aspect involves leading,

supervising, communicating and motivating employees. Roger has not met
directing objective since there is little motivation and employee empowerment.
Besides, employee supervision is carried out by subordinates such as Raquel
rather than the management team. Also, the communication between
management and staff is non-existent and employees are penalized for not

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doing an exceptional job. Management's leadership is absent, and employees
such as Raquel are filling the gap.

5. Controlling: This is a function of management that is in involved with

attainment of set and pre-established goals (Juneja, 2019). Art's Foods does
not have any defined goals other than a desire for financial growth. The entire
concept of controlling is missing in the company, and the weight of this impact is
felt by Roger.

3 c. From the characteristics of a leader, what specific aspects

should Roger work on to be a more complete leader?

Compassion:
Roger should learn to the art of listening, understanding, empathizing and
supporting to his employees.

Teamwork:
Roger should embrace teamwork in the organization since it leads to
collaborative problem solving and better outcomes.

Communication:
A leader should communicate effectively and be an active listener to gain his
employees trust. Roger should learn to lead by example. This way, he will
increase trust and team engagement.

3 d. Propose actions to improve those skills in communication,

motivation, awards and group cohesion.

Communication:
Roger should organize group meetings and discussions in where workers feel
empowered and their views are heard and acted upon. Roger should set

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specific goals, communicate the goals to his teams, help them come up with a
way of achieving them.

Motivation:
Roger and Art's Foods management should motivate its employees by offering
employee rewards like promotions, salary increase, quarterly bonus and giving
them a room to grow. The management should also be respectful, honest and
supportive. This way employee morale and work satisfaction would improve.

Award:
Most employees often respond positively to rewards. The organization should
appreciate their employee's hard work, ideas, and job performance by
acknowledged and rewarded them with small gifts, promotions, thank you
notes, and some time off.

Group Cohesion:
Roger should introduce team activities that will positively impact employees and
increase company efficiency. Team building activities, such as sports and
business picnics, help to create strong teams through the formed bonds and
connections.

3 e. What style of leadership should Roger have to improve the

situation?
Roger needs a servant leadership style. This leadership style is based on the
idea that leaders prioritize the teams and organizations (Canavesi & Minelli,
2022). This leadership style will be best for Roger, as it will help employees in
the organization feel their voices are being heard hence improving productivity.
Employees. Roger will also be in a position to identify he is a great leader when
he sees his staff' performance and capabilities increase since it involves
providing strong support to the employees. The style will also help Roger to
effectively communicate to employees, encourage work/life balance and

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outside-of-work activities among workers and provide a framework through
which the team can grow.

4. Lorena's leaving has gone down like a ton of bricks for Roger, who
did not expect it. He has realised that the situation is extreme, and has
decided to take action. He has given orders to hire two administrative staff
to deal with the high workload of the educational area, but, as well, he has
thought about the need to apply empowerment in the group. It is
requested:
a. As an advisor, you must develop an empowerment Action Plan for
Art's Food with Roger:

4 a i. Indicate the benefits of empowerment and improvements

that can be obtained.

Empowerment emphasizes on the importance of proving employees with

resources, autonomy and the support they need to transform a workplace
(Vu, 2020).

The following benefits can be realized from employee empowerment:

 Increased employee morale leads to increased productivity

Employee ideas could help in greater job satisfaction and profits

 If there is less friction at work, the team will work more efficiently
and workers will realize the benefit of empowerment Workplace culture
will improve Profit margins since a increased productivity is realized.

 Empowerment of employees will enable them to make better

decisions leading to increased customer and employee satisfaction.

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4 a ii. Define one or more goals to achieve with this tool.
One the best tools to consider would be the Employee and customer
satisfaction surveys conducted after every three months, and it will help to gain
insights into the work environment and aiding in employee and customer
retention. Also, the company needs to consider training and development as it
will help retain top talent, improve productivity, job satisfaction and profitability.

4 a iii. Choose a type of inspiration which Roger should use.

Roger should use inspirational leadership. Inspirational leadership enables a
leader to positively influence and motivate their employees towards success. A
team with inspirational leader will likely meet and exceed their goals, has
committed employees and increased engagement (Vu, 2020). Besides
employees prefer working with leaders who inspire them which makes them to
commit to the company following its inspirational manager.

4 a iv. Propose a series of actions and/or empowerment

techniques.

Roger should consider the following techniques provided by Jessica Ruane

(2022):

 Set the employees up for success: Roger should consider

giving employees an opportunity to perform new tasks so that he can
identify if they are well suited for the task or they are interested.

 Encourage provision of feedback: a leader should provide

feedback where necessary since employees get disengaged when they
receive little or no feedback.

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 Keep an open communication: effective communication
promotes teamwork and empowers employees to try new projects and
seek help since they know their leader is open to comments, questions
and new ideas.

 Have clear outlined goals and boundaries: by having clear and

outlined workplace goals, the employees will understand the parameters
they work in and where to improve.

 Give workers tools, resources and platform to make their

decisions.

 Give employees full ownership and authority over the tasks

they are assigned. Once Roger has delegated a task, he should step
away from it and let the employee work on it.

 Provide opportunities for employees to advance in their

careers.

 Acknowledge employee effort and give rewards where

deserved.

 Earn the trust of your staff by leading by example and

practicing what you teach.

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4 a v. Plan these actions chronologically.

Stages Activity
Week 1 The first step will be for management to have employees form work
teams, identify key areas that require improvement and create an action
plan.

Week 2 Once the action plan has been developed, group meetings and
discussions will be scheduled in which the management will lead by
example, oversee rather than prescribes what course of action should be
pursued because employees are at the forefront and identify the problem
and potential solutions.

Week 3 During this week, the employees will be advised to form mini-teams where
every employee is provided with an opportunity to air their grievances,
ideas, comments, and feedback on the completed and ongoing projects
and the organization as a whole.

Week 4 Use of Stats-mix to monitor and track the progress of the ongoing projects
and key performance indicators. The feedback will be updated daily for
every team member to go through and identify their area and where they
need to improve.

Weeks The discussed ideas are put into action to ensure the set team goals are
5-9 realized. The management will let the employees work on the projects
independently and without interruptions.

Week A general management and employee meeting is held to identity the

10 completed projects, the current and ongoing project, what has been
achieved so far and the company growth. Exceptional performance is
recognized and rewarded. This will also include a strategy for rewarding
the most improved and employee of the month. They will receive tokens
and bonuses and even a day off work. Areas with poor performance are

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 identified and strategy to help improve them is laid down.

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3. Daniel, Dr. C. O. (2018). Impact of Informal Groups on Organisational

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7. Ruane, J (2022). Employee Empowerment: What It Is and Why It Matters To Your

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engage-your-employees/

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