The Company Art's Food Business Case Study, Typology of Meredith Belbin, Analyse, Human Capital & Leadership - Management Assignment Help

Assignment Task -

BACKGROUND

The company Art's Food is an organization 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 organization. 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 fulfill their tasks. This situation is common in recent months and, far from 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 characterized 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.

• Analyze the current Art's Food situation in terms of human capital. Then, from an analytical perspective, answer the following questions:
• What is the position in which the staff of the Educational Area has found themselves?
• Define the causes of how this point has been reached and what consequences can be derived if you do not intervene.
• Draw up the needs that you think the company requires and which Management hasn’t detected.

Once the situation is analyzed:

• Define the stages of evolution in work teams and identify in which stage the Educational Area of the company currently is.
• Identify the formal and informal teams that you detect in the company and justify your response.
• Following the typology of Meredith Belbin, give a role to each of the workers in the educational area who are in the office.

Tell us now about Roger's role as boss.

• What type/s of power do you think he has?
• What management functions do you think Roger performs? And what other roles does he lack? Justify your answer.
• From the characteristics of a leader, what specific aspects should Roger work on to be a more complete leader?
• Propose actions to improve those skills in communication, motivation, awards and group cohesion.
• What style of leadership should Roger have to improve the situation?

Lorena's leaving has gone down like a ton of bricks for Roger, who did not expect it. He has realized 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:

As an advisor, you must develop an empowerment Action Plan for Art's Food with Roger:

• Indicate the benefits of empowerment and improvements that can be obtained.
• Define one or more goals to achieve with this tool.
• Choose a type of inspiration that Roger should use.
• Propose a series of actions and/or empowerment techniques.
• Plan these actions chronologically.

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