Organisational Analysis (BUSM2301)

Propose four concrete actions informed explicitly by the paradigms of Radical Structuralism and Radical Humanism that Castro can take to help CrossFit remedy their situation, and better anticipate and respond to social forces in the future.

Let's imagine for a moment that you have been hired by the new CEO, Dave Castro (who replaced Greg Glassman) in an organisational development role. Address all of the following questions and instructions in a report that is written in the first person (e.g. "I believe .... I recommend .... In my opinion ...."): Drawing explicitly on the paradigms of Radical Structuralism and Radical Humanism (consider, especially, the axis of Burrell & Morgan's typology that concerns assumptions about society), advise Castro what you believe to be the key drivers of the societal conflict that Greg Glassman has failed to heed, and therefore threatened the viability of CrossFit?

write a storytelling based on these insights"High Rate of Tardiness In Sales Dapartment The average percentage of late arrivals to work within the sales department over the last 30 days is alarmingly high at 52.59%. This indicates a widespread issue with punctuality among employees in this department. Persistent tardiness can disrupt team dynamics, decrease productivity, and negatively impact the overall work environment. Elevated Absenteeism Levels: The observation that absences represent the highest percentage of total absences across the organization, accounting for 23.66% of all absences, highlights a significant challenge within the sales department. High levels of absenteeism can lead to understaffing, increased workload for remaining employees, and potential disruptions to sales operations and customer service. Low Employee Satisfaction in Admin Offices: The low employee satisfaction in admin offices could indicate underlying issues affecting employee morale, engagement, or job satisfaction within this department. Despite having low rates of tardiness and absences, other factors such as workload, leadership, or organizational culture may be contributing to dissatisfaction among employees in admin offices. Sales Department Performance: The low performance score in the sales department (2.6 out of 5) suggests that employees in this department may be facing challenges or obstacles that impact their ability to perform effectively. This could include factors such as sales targets, market conditions, management support, or training opportunities. Discrepancy in Special Project Counts between Departments: The data reveals a notable difference in the number of special projects undertaken by the Sales department compared to the IT/IS department over the last 6 months. Specifically, the Sales department did not undertake any special projects during this period, indicating a lack of project-based initiatives or possibly a lower priority placed on such endeavors within the department. In contrast, the IT/IS department executed a significantly higher number of special projects, totaling 95 projects with an average of 5.94 projects per month. "

based on these insights, write a story telling High Turnover Rates by Recruitment Source: The data reveals that the average turnover rate (termd) associated with recruitment sources such as online-web app and Google search is considerably high. Specifically, employees recruited through online-web app have an average turnover rate of 42.6%, while those recruited through Google search have a rate of 25.93%. These figures indicate that there may be challenges or issues associated with the recruitment processes linked to these sources. It suggests that further investigation into the effectiveness of recruitment strategies, candidate screening processes, and employee retention initiatives may be warranted. High Turnover Rates by Job Roles: The data also highlights that employees in certain job roles experience higher turnover rates compared to others. Specifically, employees in roles such as database administrator and enterprise architect have higher average turnover rates, both at 25.15%. This insight suggests that there may be specific factors or challenges within these job roles that contribute to higher turnover rates. Possible factors could include job dissatisfaction, limited growth opportunities, high workload, or lack of adequate support and resources.