The paper 'Key Problems Faced by Training2Work" is a good example of a management case study. Training2Work is a company that provides specialized training to people from various industries. The aim of the company is to devise short term courses which help the users to hone their skills and take up a responsible position in the different companies. Training2Work also looks towards providing jobs. The company recently has purchased an online tool, Internet Sales Manager but the CEO is uncertain about the benefits reaped by using this tool. He is concerned about working in the company and requires strategies to improve their working environment so that the Internet Sales Manager helps to improve sales and the company is able to grow. Purpose of the report Identify the key problems faced by Training2Work Identify the problems encountered by Training2Work in the present organizational structure Identify ways to solve the problem faced by Training2Work by bringing a change in organizational structure and others. Key Problems faced by Training2Work Training2Work faces various problems which have become a hindrance to their work and even employing new technology like the Intenet Sales Manager is not reaping the benefits it should.
The problems faced by Training2Work are as follows Firstly, a major problem faced by Training2Work is in the organizational structure. The company has created its organizational structure in such a way that the different departments look towards the well being of their own department and are not concerned about the company on the whole. Each department has a hierarchy system and looks towards blaming the other department instead of working in tandem to solve the problem they are facing. Secondly, Training2Work faces the problem associated with the work culture.
The company has adopted a stance where employees perform in their respective departments and there is no rotation of job. This hampers the motivational level of employees as it reduces the chances of being promoted to a higher level in different departments thereby putting a restriction on their path to growth.
Alexander, A., Page, V. & Wentling, T. 2003. Motivation & barriers to participation in virtual knowledge sharing. Volume 7, Issue 1, pp. 47-53
Dignum, F., Dignum, V. & Sonenberg, L. 2006. Exploring congruence between Organisational Structure and Task Performance. Springer Link, Volume 3913, Issue 25, pp. 102-137
Emmert. 1994. A definition of listening. The Listening Post, Volume 51, Issue 6, pp. 137-149
Hunter, J. 2002. Improving organisational performance through organisational structure. Journal on Leadership in Health Services, Volume 15, Issue 3, Page 12-21
Imahori, T. & Lanigan, M. 2002. Relational model of intercultural communication competence. International Journal of Intercultural Relations, Volume 13, Issue 3, page 269-286
Nicholas, R. 2003. Factors in listening comprehensions. Speech Monograms, Volume 15, Issue 3, page 435-441
Organisation Structure. 2010. Organisation Structure. Retrieved on March 25, 2011 from http://dept.lamar.edu/industrial/underdown/org_mana/org_structure_george.htm
Ross, W. & Eeden, R. 2008. Relationship between motivation, job satisfaction and corporate culture. Journal of Industrial Psychology, Volume 34, Number 1, pp. 7-13
Visser, B. 2000. Organisational communication structure and performance. Journal of Economic Behaviour and Organisation, Volume 42, Issue 2, Page 231-252