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This question comprises several partial subquestions. Please do not forget to answer all of them.

This is all the available information - no other information may be added.



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 is not knowing

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 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 not 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 direction 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 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.

-         Anabel:

has been working on the product for more than 8 years. Her significant

experience makes her a specialist in her field. It 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. Then, from an

analytical perspective, answer the following questions:

a.   What is

the position in which the staff of the Educational Area have found themselves?

b.   Define

the causes of how this point has been reached and what consequences can be

derived if you do not intervene.

c.   Draw up

the needs that you think the company requires and which Management hasn't

detected.


2.   Once

the situation is analysed:

a.   Define

the stages of evolution in work teams and identify in which stage the

Educational Area of the company currently is.

b.   Identify

the formal and informal teams that you detect in the company and justify your

response.

c.   Following

the typology of Meredith Belbin, give a role to each of the workers in the

educational area who are in the office.

3.   Tell

us now about Roger's role as boss.

a.   What

type/s of power do you think he has?

b.   What

management functions do you think Roger performs? And what other roles does he

lack? Justify your answer.

c.   From the

characteristics of a leader, what specific aspects should Roger work on to be a

more complete leader?

d.   Propose

actions to improve those skills in communication, motivation, awards and group

cohesion.

e.   What

style of leadership should Roger have to improve the situation?


4.   Lorena's

leave 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:

                                         i.   Indicate

the benefits of empowerment and improvements that can be obtained.

                                       ii.   Define

one or more goals to achieve with this tool.

                                      iii.   Choose

a type of inspiration which Roger should use.

                                      iv.   Propose

a series of actions and/or empowerment techniques.

                                       v.   Plan

these actions chronologically.

--------------------------------------------

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