Organisation
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Purpose: The reason for writing this report is to analyse A to Z Networking problems and the reason of these problems and devise or recommend a suitable and workable solution to the identified problems.
Design/methodology/approach: The main method used was research and analysis of same scenario or analyse similar cases and then critically comment upon them in relation to this case study. The theoretical scope of the report is that leadership style, learning and organisational culture play a big part in staff turnover and job satisfaction
Findings: It was found in the course of the work that Bernhardt and Scoones were in error in their contentions.
Research limitations/implications: Suggestions for future research; lack of more critical analysis of A to Z networking and unavailability of data regarding the indepth structure of A to Z network.
Practical implications: (The public policy and practical implications emanating from this paper is that laissez-faire capitalism is the best way to organize an economy).
Originality/value: (What is new in the paper is that the work of Bernhardt and Scoones on informational asymmetries has not before been subject to critical analysis from the perspective of advocates of the free enterprise system. This is valuable, in that, when claims are subject to critique, they become more reliable. It is only through dialogue and debate of this sort that one can get that in closer to the truth.)
A to Z networking, a Sydney based enterprise came into being in 1999, and since then has grown from being a small 2 man organisation to a nation wide organisation, with Malcolm as a manger and Paul as investor. However with increase in business and expanding customer base, the organisation is facing a lot of problems in regards to employee turnover. Change of leadership from Malcolm to Paul has been identified as a source of work dissatisfaction among the engineers, as Malcolm was regarded as a charismatic leader. In this report I will try to discuss some finer details regarding to A to Z networking and put forward some suggestions and recommendation.
Case 1: Purpose – Aims to show how a sense of fun and a caring environment help staff retention at Thomson Directories.
Design/methodology/approach – Interviews Jackie Lamb, human resources, training and facilities director for Thomson Directories Ltd, and covers opportunities for progression within the company, issues such as flexibility and benefits, training and development initiatives and social activities.
Findings – Demonstrates how, by revisiting its values and culture, Thomson Directories has improved staff retention, especially among sales employees.
Case 2:
In the study conducted by Griffith (2004), the