CBG Case Study

The management of CBG determined that the company was in a financial predicament and a limited time frame demanded, sweeping and rapid, management and structural reforms and following a thorough investigation the specific areas of concern were identified. Firstly, there existed special relationships, or guanxi, among managers establishing complicated workplace politics within the procedural and management system. The importance of guanxi compares to networking, reciprocity and nepotism in Western business, being described as Chinese business cultural relationships, between individuals, leading to obligations for the ongoing exchange of favours (Dunfee & Warren 2001, p.192). Secondly, the presence of uncoordinated and duplicated operations at

Secondly, he simplified CBG, by consolidating branches, asset and resource sharing, and rezoning bus routes, to create a synergic organisational structure. Importantly, directive path-goal leadership style, that is considered acceptable as long as subordinates view it as an immediate or future source of satisfaction (Robbins et al. 1994, p. 488), was used to circumvent

In addition, by conducting an effective job evaluation for both frontline and backup staff, the value added by each could be determined. Specifically, this was achieved by measuring the required level of skill and effort, responsibility and respective working conditions of each segment (McShane et al, 2013). Consequently, using the principles behind Herzberg Motivation-Hygiene Theory described by (Robbins et al. 2012 p.271) it was identified, that front line employees needed greater recognition, greater praise and appreciation, increased job security and finally further opportunities, for personal growth, within the organisation. Similarly, Maslow’s hierarchy of needs theory is adopted, as frontline employee self-esteem, need for recognition and self-actualisation, contributes to achieving their full potential (Kulchmanov et al. 2014). Therefore, the effect of the introduced changes to the workplace, combined with adopting Maslow’s and Herzberg’s need theories, created a better working environment that encouraged job satisfaction (Robbins et al. 2012 p.271) and it is possible that Dr Chen, was well aware that job enrichment comprises the modification of tasks, in order that the employees can have an increased knowledge of the factors of motivation (Sachau, 2007).

Primarily, through the process of improving