Concluding Case
Concluding Case
In the case study, The Law Offices of Jeter, Jackson, Guidry, and Boyer we can see the firm growing and during that process many components were not looked into or analyzed. When the evolution began, the firm’s main focus and vision was put aside and the result was that it began to lose its essence, employee morale, and its customers. In regards to Howser’s suggestion to just “sit tight and ride out the storm” I would have to disagree and believe that the partners should get involved immediately.
The decision to just do nothing and let it try to correct itself is an inadequate statement to make. The partnership can take that in many ways, but the fact of the matter is that it shows no interest or an attitude of “I don’t care”. For this, the partnership has to get involved because Howser’s attitude is straining the partnership and the employees. The partners should have Howser step aside so that new changes can be implemented to bring the business back to its core to bring back the organizational structure that was in place, where the employee morale was high and business was growing.
Obviously, the main focus by the partners should be on looking for ways to improve the internal relationships first and then proceed externally. To better the morale within the company, they have to go back and implement the flexible schedules to the employees and offer rewards, more freedom and independence to make decisions on their own, thus empowering the staff. The focus should not only be in one location, but the message should be spread throughout the three towns that they have offices in as well as seek ways to augment and maintain the customer base by looking for ways to offer better services, and this is where empowering the employees could prove beneficial.
With our current society and where a business succeeds or fails depends on understanding, approaching and taking care of its customer base, it is important to address the issue of the customer
In the case study, The Law Offices of Jeter, Jackson, Guidry, and Boyer we can see the firm growing and during that process many components were not looked into or analyzed. When the evolution began, the firm’s main focus and vision was put aside and the result was that it began to lose its essence, employee morale, and its customers. In regards to Howser’s suggestion to just “sit tight and ride out the storm” I would have to disagree and believe that the partners should get involved immediately.
The decision to just do nothing and let it try to correct itself is an inadequate statement to make. The partnership can take that in many ways, but the fact of the matter is that it shows no interest or an attitude of “I don’t care”. For this, the partnership has to get involved because Howser’s attitude is straining the partnership and the employees. The partners should have Howser step aside so that new changes can be implemented to bring the business back to its core to bring back the organizational structure that was in place, where the employee morale was high and business was growing.
Obviously, the main focus by the partners should be on looking for ways to improve the internal relationships first and then proceed externally. To better the morale within the company, they have to go back and implement the flexible schedules to the employees and offer rewards, more freedom and independence to make decisions on their own, thus empowering the staff. The focus should not only be in one location, but the message should be spread throughout the three towns that they have offices in as well as seek ways to augment and maintain the customer base by looking for ways to offer better services, and this is where empowering the employees could prove beneficial.
With our current society and where a business succeeds or fails depends on understanding, approaching and taking care of its customer base, it is important to address the issue of the customer
References: Cherry, K. (2013). What Is Autocratic Leadership? Retrieved October 25, 2013, from psychology.about.com: http://psychology.about.com/od/leadership/f/autocratic-leadership.htm Hogg, B. (2012, March 13). 10 Characteristics of Transformational Leaders. Retrieved October 26, 2013, from www.billhogg.ca: http://www.billhogg.ca/2012/03/10-characteristics-of-transformational-leaders/ Leadership styles: Choosing the Right Style for the Situation. (1996-2013). Retrieved October 23, 2013, from www.mindtools.com: http://www.mindtools.com/pages/article/newLDR_84.htm Simonds, L. (2013, July 9). The 4 Keys to Killer Customer Service. Retrieved October 24, 2013, from business.time.com: http://business.time.com/2013/07/09/the-4-keys-to-killer-customer-service-2/