Essays on Workforce Management Issues & Recommendations for ModSat Case Study

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The paper "Workforce Management Issues & Recommendations for ModSat" is a great example of a case study on management. The current situation at ModSat as it relates to the workforce and the need to develop an effective management team can be best described as stagnant; the management of the company reflects its previous position as a monopoly in that it is bureaucratic, strictly hierarchical, conservative, and risk-averse. Times have changed, but ModSat has not, and this is reflected in the growing discontent of the workforce and especially among the important talent pool represented by the middle management, as well as a lack of customer service focus.

Moderat's declining market share reflects the significant challenge the company faces from its competition. As a market leader, the “ way ModSat does things” serves as a kind of a template for its competitors; to draw customers away from ModSat, its competitors only need to look at its makeup and methods and test different approaches until better ones are found. As long as ModSat continues to ‘ do things the way they’ ve always been done, ’ it is just a matter of time before its competitors catch up and surpass it. This report focuses on the workforce and staffing issues that must be addressed in relation to the changes for ModSat proposed by its new CEO.

These issues are addressed by six recommendations: Improving management credibility with the workforce, building a more diverse management team, identifying key talent to be retained and optimising organisational changes by building a “ change agent” team, promoting a service culture within ModSat and its business units, restructuring management compensation, and shifting staff compensation to more incentive-based individual contracts. The Proposed Changes as They Relate to the WorkforceThe changes proposed for ModSat include changing the compensation structure for the management team, outsourcing many of the organisation’ s activities and reducing the permanent staff to a “ high development” core group of employees, and shifting compensation for the workforce to individual contracts.

In terms of overall strategy for ModSat, the objectives relating to staffing and workforce development represent “ corporate strategy” rather than “ competitive strategy, ” in that they are “ top-down” organisational change initiatives, whereas competitive strategy develops from the bottom up, starting from the perspective of that part of the enterprise that interfaces with its market.

(Porter, 1987: 43)

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