Going to the X-Stream

Topic: Business Analysis
Words: 1202 Pages: 4


The paper addressed key concepts in management topics that can be beneficial to business operators based on the case of X-Stream. Being young, smart, and intelligent, Gil studied information technology. After finishing school, Reihana inherited a considarable sum of money. On account of relatives’ help and a big amount of money, Gil purchased a technological organization (McShane & Von Glinow, 2015). The company used chain stores and free sellers for collecting and selling computers in Australia and New Zealand. The firm gained a reputation for providing high-quality equipment, customized products, quick delivery dates, and excellent after-sales service. X-Stream has grown into a leading innovation firm that is rapidly expanding in just 6 years.

Gil believed that people with unique skills should be hired to implement the company decisions passed by the company. Before, he used to create time for his employees and ask them about their work condition and their work target at least yearly. Due to the organizational expansion, Gil found it hard to continue with this tread of interacting with every employee at a personal level. Therefore, based on the specific departments, he assigned the senior managers the task of assessing the employees (McShane & Von Glinow, 2015). Regrettably, Reihana did not motivate his best-performing employees and thus could not trace whether the senior managers were undertaking their duties. To be in contact with non-administrative members, he had to create time to dine together with them in a cafeteria.

Diagnosis Analysis

First, there could be a problem with the employees’ motivation that led to Gil losing the records as to whether senior managers were performing their duties or not. For example, Denise was performing more than her role, such as being approached by other employees concerning personal life issues, yet she was less rewarded (McShane & Von Glinow, 2015). Employee motivation is critical for any organization because it impacts everything from productivity to company culture. When employees are not properly motivated, it can lead to all sorts of problems like decreased productivity, higher absenteeism, and lower morale. This is why it is so important to make sure that employees feel appreciated and valued for their hard work (Flammer & Luo, 2017). There are a few key ways to do this, such as offering competitive compensation, providing opportunities for development and growth, and regularly expressing gratitude. By taking these steps, one can create a workplace where employees feel motivated to do their best work.

Secondly, Jason Palu, the production manager, was a problem concerning his nature of autocracy. He was known for setting high standards at work and being autocratic; employees complained that he assigned them to work at their unsuited hours of work and did not listen to employees. Autocracy in management can be dangerous because it can result in decisions being made without considering employees’ abilities or differing opinions (Kristinsson et al., 2019). This can lead to poor morale and a feeling of being undervalued, which can in turn, impact productivity. In addition, autocratically managed teams may be more prone to conflict and less likely to work collaboratively.

Thirdly, another issue could be that some of the employees like Heather may not have achieved job satisfaction. This is because of her lateness at the workplace, which may be caused job dissatisfaction. She sent her work on time online through email but did not report to work early in the morning. Possibly she may be dodging her place of work, or she was not comfortable. One possibility is that when employees are unhappy with their jobs, they may spend less time in their offices and more time outside of work. This can lead to them arriving late to work because they are not as well-prepared as they would be if they were fully committed to their roles (Nantsupawat et al., 2017). Additionally, when people are unsatisfied with their positions, they may take out their frustrations on those around them, which can lead to an increase in conflict in the workplace and decreased productivity. Finally, job dissatisfaction can also lead to employees feeling unmotivated, which can cause them to arrive late or even miss work altogether.

Fourthly, there was a high probability that the relationship between the chief executive officer (Gil) and the employees was poor. This was to the fact that he was no longer giving the employees personalized attention (McShane & Von Glinow, 2015). Creating time for employees in the cafeteria could not be enough since some employees may have more to share regarding their workplace frustration. It is important for the chief executive officer to create enough time to interact with employees because it helps build trust, communication, and a sense of team. When employees feel appreciated and know that their CEO is taking an interest in them, they are more likely to be productive and give their best effort. Trust is also key in any relationship, and by establishing trust early on, the CEO can ensure that employees will be more likely to come to them with problems or concerns (Kaiser, 2017). Communication is essential in any organization, and it is especially important when there are multiple levels of hierarchy.

Rewarding and recognizing employees can be one of the most effective interventions for improving employee performance. There are a variety of ways to reward employees, including providing financial compensation, awarding non-financial compensation such as awards, public recognition, and providing training and development opportunities. The type of reward that is most effective depends on the individual employee (Flammer & Luo, 2017). Some employees respond best to financial rewards, whereas others prefer non-financial rewards or opportunities for learning and development. When designing a rewards program, it is important to consider the needs and preferences of individual employees.

By listening to employees, organizations can identify potential areas of improvement and develop a plan of action. Additionally, when suggestions or complaints come directly from employees, they are likely to feel more invested in the outcome (Kristinsson et al., 2019). Employees who feel heard and appreciated are more likely to be dedicated and productive members of an organization. Implementing regular communication channels, such as town hall meetings or suggestion boxes, can help leaders receive feedback from employees and show that their thoughts and opinions are valued. Recognizing individual contributions also goes a long way in building employee morale.

One intervention that could be effective in eliminating work lateness would be to implement a punctuality policy. This policy would state that employees must arrive on time for their shifts, and if they are late, they will face disciplinary action (Nantsupawat et al., 2017). This policy would send a clear message to employees that lateness is not tolerated and would likely reduce the number of tardiness incidents. Conversely, the intervention to reinforce a better relationship between the CEO and employees is encouraging employee input and feedback. The best way to foster a good relationship between employees and the CEO is to encourage employee input and feedback (Kaiser, 2017). This can be done through regular meetings or forums where employees can voice their opinions and ideas. Additionally, companies can also survey employees on a regular basis to gauge satisfaction levels and get insights into what improvements could be made.


Flammer, C., & Luo, J. (2017). Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment. Strategic Management Journal, 38(2), 163-183. Web.

Kaiser, J. A. (2017). The relationship between leadership style and nurse‐to‐nurse incivility: turning the lens inward. Journal of Nursing Management, 25(2), 110-118. Web.

Kristinsson, K., Jonsdottir, I. J., & Snorrason, S. K. (2019). Employees’ perceptions of supervisors’ listening skills and their work-related quality of life. Communication Reports, 32(3), 137-147.

McShane, S. L., & Von Glinow, M. A. (2015). Organizational Behavior 7th edition. McGraw-Hill Education.

Nantsupawat, A., Kunaviktikul, W., Nantsupawat, R., Wichaikhum, O. A., Thienthong, H., & Poghosyan, L. (2017). Effects of nurse work environment on job dissatisfaction, burnout, intention to leave. International Nursing Review, 64(1), 91-98.

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