Training in Organisations

Training of the presidents would improve their collaborative abilities. In many instances, innovation originates from the efforts of all individuals in the company. Training the mentioned leaders on the importance of sharing data across departments would reduce inter-departmental conflicts, foster teamwork and encourage innovation (Talbot, 2011). The case scenario depicts a deficiency of innovation and teamwork. The leaders seem to lack some skills regarding the sharing of company information. In effect, each department is not privy to the challenges the other department is facing. Also, the training of employees would ensure that job rotation is effectively conducted so as to facilitate the sharing of information from one department to another (Talbot, 2011). Persistence of the crisis, however, may necessitate the removal of the two presidents because their level of management requires leaders to promote a shared vision through collaboration and teamwork.

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The feuding between the leaders stems from the inadequate communication about the expectations of each department in so far as the production of goods is concerned. Design department is charged with developing products that meet the needs of the customers as per reports and surveys prepared by the marketing department. Seemingly, there is a communication breakdown between the two departments because the departmental leaders are blaming each other for the failure to deliver their respective expectations. The situation is compounded by the lack of communication to pass information about each others inadequacies. Communication enables the various teams within the organization to highlight the problems that are hindering the delivery of the organizational mandate. Also, it makes people understand each others individual roles and joint obligations to each other regarding the goals of the organization (In Hemlin, In Allwood, In Martin, & In Mumford, 2013). The manufacturing department, for instance, is expected to communicate effectively with the design department when the product designs do not meet the economic considerations of the production process. This way, issues such as blame games and turf wars can be avoided.

Teamwork is an important practice as it fosters collaborative leadership in carrying out organizational duties and responsibilities. According to West and Work Foundation (2012), organizations are systems in which each department pivotal to the success of the organization. Departments that make attempts to gain an advantage to the detriment of others within the same organization create an unfavorable situation where the entire organization stands to lose, including the department that is pursuing its interests within the business. In this regard, teamwork is essential because it discourages self-seeking decisions among departments, promotes communication and fosters unity among the teams. Under conditions of teamwork, employees share ideas, thoughts and challenges they are facing in the organization (West & Work Foundation, 2012). The manufacturing department, for instance, should have representatives in the design department so as to acquire so that they can acquire knowledge on the functionality of the products that being designed. Such collaboration would promote understanding between the feuding departments and thus reduce conflicts

Formation of diverse and cross-functional teams also would inject an important ingredient in the management of the company process. Development of teams with different backgrounds helps to foster innovation and reduce conflicts as witnessed in the case scenario. These teams work together to understand the internal procedures that may hinder the healthy collaboration between the different departments in the organization. Mostly, the departmental heads rely on the information that is emanating from the subordinates to make decisions (Aldag & Kuzuhara, 2015). In the case scenario, diverse and cross-functional teams would feed the presidents with the accurate and constructive information so as to enable consensus in the building of designs that meet the manufacturing economic requirements.

References

Aldag, R. J, & Kuzuhara, L. W. (2015). Creating High Performance Teams: Applied Strategies and Tools for Managers and Team Members.

In Hemlin, S.,In Allwood, C. M., In Martin, B. R., & In Mumford, M. D. (2013). Creativity and leadership in science, technology, and innovation.

Talbot, J. (2011). Training in Organisations: A Cost-Benefit Analysis. Farnham: Ashgate Pub.

West, M. A., & Work Foundation. (2012). Effective teamwork: Practical lessons from organizational research. Chichester, West Sussex: BPS Blackwell.