PART A

A1. Rich Picture of TG’s Environment

A2. Understanding of the Overall TG Environment

The given case focuses primarily on the internal environment of TG. The case majorly focuses

on the change in leadership and cultural change and its potential impacts on the company. The

four areas include:

Key Actors and their Roles

Managing Director: Managing director is the ultimate leader whose decisions influences

organizational culture that in turn impacts the overall environment of a company. For instance, in

the switch in the leadership from Tom to Fiona led to numerous changes in TG’s overall

environment.

Directors: Directors can take active part in the decision making process of TG

Managers, and Administrators: These are the subordinates to the board but are the heads or

representatives of different departments that represent and manage executive staff members.

Staff: This include both sales staff and training staff. The employees that are considered as the

prime assets who bring business for TG and provide training or contribute to the service

experience of the customers.

TG’s Culture

In the leadership of Tom, TG had an employee oriented culture with flexible working and family

friendly company policies, providing outstanding benefits to the employees. The company used

to do huge investments in the Information technologies such as ‘ebook’ and ‘the learning

gateway’ in order to make it easy for the customers to enroll in the course and pay online and

employees can easily book and schedule course online. This shows that the company was

following innovative cultural approach. However, the new leadership under Fiona brought

cultural change in TG where she tied the evaluation of every department with Key Performance

Indicators (KPIs), hence started following a strict approach towards the sales and training staff.

Key Issues and Conflicts

During the leadership of Tom, the company was not following much conflicts and issues.

However, a few employees perceived need to change in the TG’s leadership and the only issues

was the company’s extra lenient approach towards the staff members. Nevertheless, the conflicts

initiated in TG only with the thought of change in the leadership of the company. At initial level,

the conflict was to choose the best member as there were many strong candidates in the board.

Fiona after appointed as the new leader decided to change the organizational culture and

introduced KPIs to measure the performance of the whole company including departments and

employees. The changes in the TG led to varied conflicts in the company. For instance, the

increase in the conflicts within team as directors, managers and administrators thought of Fiona

as a narcissistic leader who is a dominant leader and is not concerned about the suggestions of

others. She never engaged anyone while making decision because of which the sales and

marketing and IT directors started feeling ignorant. The change in leadership enhanced the

resistance to change because the employees were not happy with the Fiona’s approach. It was

really difficult for the staff members to manually track and maintain their performances and send

spreadsheets to the finance department on daily basis. It was very time-taking work. This

induced additional pressure on sales and training staff. Moreover, the training staff noticed that

the students’ feedback form to measure KPIs was flawed as it do not contain genuine feedback

for their service always. Moreover, it was very difficult for the finance department to receive

spreadsheets and to process them manually. Hence, the lack of information system was another

issue. Staff also reported that the increasing pressure on staff led them to force the customers to

join wrong or irrelevant courses. Consequently, the customers getting angry and started

complaining about the wrong course, which further increases the customers cost of switching to

another organizations. The sales staff further reported that the Fiona’s flawed KPIs will result in

cutting down the courses that are running well in practical terms. Lack of staff satisfaction led to

increase in the employee turnover rate in TG. This means the qualified staff started leaving the

company that occasion in the lack of skilled trainers and hence, the sales department head started

cancelling courses. This shows not only increase in the cost of recruitment of qualified staff but

also decrease in profit due to lack of staff. The employees getting concerned about the job

security given the Fiona’s rigid approach towards her decisions.

IT Provisions and IT Issues

The main IT provisions in the company include ‘ebook’ that is an online booking system that

helps employees in taking online booking for courses. This system was also helpful in receiving

payment online, registering attendance, and producing the certificates when the course ends. TG

launched new program, which was ‘the learning gateway’ that makes possible for the customers

to register and pay for their course online. Instead of that, the main issue associated with IT in

TG were the absence of information system in the company. The absence of information system

was one of the prime reasons behind the other conflicts and dissatisfaction of the sales staff in

the company.

PART B

B1. Use Case for TG

B2. Document you Use Case Diagram

First primary scenario is when an individual customer call or send email for inquiry, the telesales

executive team will respond to the call or email. In case, there is requirement to follow-up with

the customers later, the executive will follow-up. Depending on conversation, the customer will

book course, will attend the course, complete it, pass it, and recommend it to the other people.

The second, prime scenario is that where an employer or organization calls, send email, or fix

meeting with the employer executive team. One of the team members attend the clientele. The

successful meeting via call, personal, or email will led to the course booking from the employer.

Once the candidates from employer passed course through executive team, they may come back

for another course.

B3. Discussion

The above use case diagram reveals that it is the simplest representation of how different actors

within a system interacts. For instance, in the given case, use case helps in identifying that the

main actors for KPIs include students, employers, employer executive team, and telesales

executive team. Now, there actions are related in a way that if individual customer or prospective

student call, send email then telesales executive will attend that call or answer the email, which

in turn led to customer booking the course. Moreover, telesales executive will also make the

follow-up calls to the customers that in turn also helps customers in booking the course. In

addition, the employer executive teams handle the employers or organizations. The meeting and

calls between the employer and employer executive teams will led to course booking. The team

can consider the number of customers trained when employers’ candidates pass the course. This

way the use case modelling illustrating both the actors and their actions. In order to create the

give use case, I assumed that either customer or employee executive team can contact one-

another for course discussion. However, in real life scenario a proper description about making

the call and if employees are making the course bookings for the candidates will be required.