Cycle Of Failure Case Study

The issue at stake is being able to break the cycle of failure. Most companies that provide services tolerate a high turnover and expect employee dissatisfaction (Schlesinger, Heskett, 1991). The managers need to be able to change the work environment and turn things around. If the employees are dissatisfied, it is up to management to assess that and come up with new strategies to bring about employee satisfaction. Companies need winners at the front line, not just warm bodies. Employees need to be fulfilling the tasks assigned to them. Breaking the cycle of failure can be problematic. Overcoming the issues the company has and seeing the light at the end of the tunnel may not be possible for many managers. The best people need to be put on the company’s biggest opportunities and not the biggest problems (Collins, 2001).

The cycle can begin when a company hires people without screening them, when a company does not have traits or values set into place, or when a company does not have motivating managers. Once that cycle

The excuses need to be put to a stop. The company needs to put in major investments in the company’s standards, in the communication of expectations, and how the company is going to implement new ways to achieve expectations. Without confronting the issue successfully, more and more customers could be lost. New customers are more costly and less profitable to serve than existing ones. So it is important to keep the current employees since they know the business and brand better than new employees. To solve the problem of breaking the cycle, management needs to take a look at what strategies and expectations have not been working. Reassessing the way management is managing is a key to breaking the cycle. Managers may need to take a look at the positions certain employees are in and reevaluate whether or not that is the right fit for that