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MGT600 Management, People and Teams

Executive Summary

Every business organisation aims to improve its market position, market share through the application of the best employee performance. The quality performance and engagement of the employees serve as the key for the successful organisational functions. The organisational reputation and revenue are extremely depended on this factor. However, in the case of Comsyst Technologies, several employee-related issues have resulted in the loosing of tenders and declination of their market share. Here in this report, the causes, impact, recommendation and other related areas of this topic will be discussed.


Employees are considered as one of the most important and vital parts for the success of the company. Through the standard of the performance level of the employees, the reputation, dignity and market position of the company is hugely determined. The successful role of the employees is also determined by different kinds of activities, such as productivity, customer services, performance improvement, and retention and so on. Within a working scenario of an organisation, the staffs are liable to carry on their responsibilities like achieving the organisational goals, establishing the team trends, maintaining a healthy and creative working environment through which the targets and aim of the company can be met (Verburg et al. 2018). However, in the case of Comsyst Technologies (CST), it can be observed that the company has lost three major tenders to its competitors for some significant employee-related issues. Therefore, this report aims to identify the possible solutions to these issues and help the company to regain its previous market share which significantly and substantially declined in the last two years.


There is Comsyst Technologies (CST) at the centre of the discussion of this report. It is a company based on the multi-national communications software as well as a systems developer. The purpose of this company is to serve the industry of emergency and defense services. This company has spread its activities in different parts of the world such as Australia, New Zealand, Philippines, South Korea, India, and the United States. Although serving a wide range of areas, this company has been facing some serious issues regarding its employee and functional performances for the last two years. The management of this company has been noticing some major problems regarding the people within the company such as the poor performance level of the employees as well as the below standard engagement of the employees with the company and its wellbeing. On the other hand, a significant number of talented and qualified staffs resigned their posts and left the company that badly resulted in the lacking of key specialists for the organisational functions. This incident has also its great impact on staff retention due to employee resignation. This has not only created issues in the current performance level and enthusiasm of the staffs but also has been declining the market share of the company. It has been recognised that currently, Comsyst Technologies has lagged in getting three important tenders as the competitors defeated them and behind this the impact of the staff performance, engagement and retention is greatly responsible. Consequently, the existing market share of Comsyst Technologies has declined and the company is at a great need to overcome the current situation and regain their previous standard. This company now aims to focus on its employee talent and performance to improve their current difficult situation and increase the reputation of the company as well.

Current issues in Comsyst Technologies

The management of Comsyst Technologies has been suffering from several issues, especially the issue related to their employee performance and employee engagement. As stated by Nikpour (2017), the productivity, acceptance, success, and reputation of a company are immensely associated to the performance standard of the organisational employees. Therefore, it is certain that if the employee performance level downfalls somehow, it majorly impacts on the organisational functions, activities as well as reputation among the customers. in the case of Comsyst Technologies, these employee issues are prominent and consequently, it has faced some critical situation. It can be depicted from the case mentioned here that the employees within this organisation are not feeling necessary enthusiasm to serve their best effort for the fulfilment of the organisational purposes. As a result, a clear gap in their performance standard has been identified. Due to some existing internal problems, employee engagement has also become seriously low. It has also a negative impact on organisational functions and success. Moreover, several key specialists associated with Comsyst Technologies have resigned their positions that have created a huge lacking in talent in this organisation and the decline in employee retention has added another cause in it. Due to all these reasons, the management of Comsyst Technologies has been suffering from losing three vital tenders as they lagged in the tough competition with their competitors. Their market share has also dropped in the last two years and the gap in technical skills and capabilities in Comsyst Technologies has been recognised as one of the major factors behind this. Therefore, the management of this company has set their mind to get rid of this critical situation by undertaking some steps and decisions so that they can regain their position as well as market share.

Objectives of Comsyst Technologies in the next two years with a real-world example 

To overcome the current employee-related issues and difficult situations in Comsyst Technologies; the management has undertaken three major objectives to be fulfilled. The first objective is to ensure the well position of CST for the future by attracting and retaining the best talent as possible. A real example of employee attraction and retention policy can be observed in the case of Goldman Sachs, a reputed American multinational investment bank that is engaged in serving financial supports for the customers. It has been identified that Goldman Sachs occupies the position of 27th in retaining the engineers as their employees and attracting them in serving their organisation. A quarter of around 36,500 employees within Goldman Sachs are engineers who have sufficient knowledge in technology and are capable of successfully carrying out their roles for the organisational benefit (Goldmansachs.com, 2019). This helped them to reposition them as a popular tech company.

The second objective of Comsyst Technologies is to create a team-based high-performance culture within the organisational environment. In the case of Northern Gas and Power, this is evident. It is a UK based energy management consultancy that gives the extreme importance on the creation of a quality and standard working culture within the organisation to satisfy their employees and maintain a good relationship between the employees and management. Due to this, the management of this company has declared their ethos that they do not consider as more important than maintaining a fruitful managerial behaviour (Ngpltd.co.uk, 2019).

The third objective on which the management of Comsyst Technologies has focused is the building and development of employee capability and performance. It can strictly be stated that under the critical scenario of this company regarding poor staff performance and low employee engagement, this objective can play a vital role to help and support the organisational management. The successful application of this objective can be observed in the case of Abbott. It is a health technology organisation based on a global basis. There are around 99,000 employees engaged with this company (Abbott.com, 2019). The management of this company has shown their strongest effort to ensure the capability and functional standard of their employees through different programmes and performance improvement training so that they can ensure to provide their quality effort for enhancing the lives of people in society. In fact, through the equality service of their employees, they have also successfully established the concept regarding the importance of the power of health.

Critical accession of the key principles and theories underlying strategic people management and explanation of the enhancement of organisational and individual performance by their application

The key principles of the strategic people management are associated to ensure the enhancement of the performance of both the employee and organisational performance standard. Through the application of those, the relationship between the management and employees enriches and this positively impacts on the organisational position. Those key principles are as follow:

1. Through the principle of understanding the competitive scenario within the workplace, the strategic management of people can be performed (Osabiya, 2015). This is not only helpful in enhancing the interest of the employees to enrich their performances but also it helps to develop the overall organisational functional standard.

2. Understanding of the nature of strategic people management is also a key principle. The role of people within the organisational context is changeable and they are responsible to perform standard for fulfilling the organisational objectives.

3. The management is responsible to strategically manage the people by focusing on pay structure. The employee-management relation gets strong if the management fairly provides rewards and other benefits according to their performance level. This encourages the employees to enhance their current performance level.

Contingency Theory:

The contingency theory suggests the leaders and staffs within the organisations apply the suitable and useful style of performing and guiding as per the organisational situation (Castañer & Ketokivi, 2018). This theory also declares that no best leadership style exists here and it always goes through changes as per what the contemporary organisational situation demands. The leader or manager is the most responsible to monitor and control the functional direction of the staffs to enrich the organisational performance. 

Universalistic Theory:

The universalistic theory identifies a linear connection between the HRM functions within the organisational management and the organisational performances. It is the duty of all the employees to best practice their functional capabilities to create and deliver a high-quality performance (Child, 2015). Through this, the achievement of the organisational success in terms of the financial revenue, sales or market share can be measured.

Configurations Theory:

The concepts of the theory of the configuration suggest that if proper system and technology is applied for the enhancement of the employee performance standard, it may result in greater organisational performance. In fact, through this theoretical strategy, the organisational objectives can also be successfully achieved.

Critical evaluation of the effectiveness of different approaches and the relationships between effective people management and organisational performance

To retain and satisfy the employees in Comsyst Technologies, to create and maintain a healthy employee management system is necessary through which the organisational performance can also enhance. However, Albrechtet al. (2015) have stated that the strategic application of the managerial approaches towards the employees strongly enables to enrich the relationship status. For example, through the development of job descriptions and providing career development opportunities, the relationship can enrich. It is evident that the majority of the employees are highly auspicious and they always seek better opportunities through providing their best effort. Therefore, the support of the organisation can attract them to serve for the enrichment of the organisational performance. The employees will also feel energetic if the management regularly goes through performance assessment programmes and job enrichment. This will help the staffs to evaluate and understand their current functional level, as well as gaps. In this case, the proper coaching and mentoring of the managers also help to develop their relationship with the staffs. Offering the promotional scopes, compensation and selection process, this relationship can get another dimension. 


Demonstration of effective communication and practical problem-solving skills to effectively manage people in organisational contexts

The leaders and the managers within organisations are the most responsible to help the staffs by solving the organisational problems and provide them a healthy and positive working environment. Even the maintenance of a good communicative relationship is also good for motivating the staffs and attracting them in organisational engagement (Osabiya, 2015). In the case of Comsyst Technologies, this skill of the managers is extremely necessary to overcome the current issues. The managers are expected to possess strong foundational characteristics through the application of which they can resolve the organisational problems with sufficient confidence. on the other hand, application of open-mind is also important here to carefully listen to the employees, to feel their statements and decide necessary action for their benefit. This also has a positive impact on the management of people in organisations like Comsyst Technologies. Similarly, following the principles of transparent communication is also applicable here because it is helpful to go to the root of the organisational problem and solve those with the help of the staffs. Through the maintenance of transparent communication from the side of the managers, the employees may also feel interested to take an active part in the problem-solving actions. Finally, through all these communications and problem-solving skills of the organisational management, the silos within the working environment break down and a healthy environment generates.

Critically reflect on the roles and functions that managers perform in the context of the challenges and risks in the changing environment

In most of the cases, the managers within a business organisation face the most critical situation while there are some significant changes in the organisational context. Based on the changing organisational scenario, the dimension of their roles and functions also transforms to satisfy the need of both the existing staffs and organisation. These changes can take place due to the occurrence of organisational conflicts, temporary functional failure, communicational gap, planning, and resistance and so on (Lenberg, Feldt & Wallgren, 2015). All these factors strongly enable to significantly change the contemporary organisational culture, environment as well as objectives, too. Therefore, the managers are necessary to play the role of protagonist for managing organisational people and fulfilling the organisational objectives as well.

The first role that is must play by the managers in a changing environment full of challenges and risks is the communicator. Within a changing condition, not only the managers face the risks, but also the employees also actively deal with the challenges and risks and due to this they may feel annoyed or less enthusiasm. If the managers communicate with them like a friend, motivate them and guide them regarding how to deal with and overcome this situation, the probable internal conflict can be avoided (Temminck, Mearns & Fruhen, 2015). Another role of the managers is the advocate the changes within the organisation. This refers to the fact that while changes take place, the managers are responsible to provide the necessary support to the employees so that they can cope up with the changes and the chance of risks and challenges can be mitigated. Even during the changes, the functions of the managers also centre on the coaching of the staffs to understand and work in the changing environment. On the other hand, during the changes, the managers are also liable to provide sufficient support to the project team for making their project successful. Finally, identification, as well as management of the resistance, is also an important function to be performed by the managers in the context of risks and challenges in the changing environment.

Development and justification of a model of management cognisant of the organisational minutiae to guide future practice

Through the application of the AARRR Model and framework of management, the management of Comsyst Technologies may able to identify the way to overcome the current difficulties and brighten their future practices. This model mainly highlights the responsibility of the people within the organisation to execute the level of their performances. According to this model, the organisational management is expected to follow five specific steps towards the betterment of the organisational performance, such as acquisition, activation, revenue, referral, and retention. Through the acquisition, the employees can be attracted to the organisation by offering several opportunities.

Activation refers to the capability of the people on behalf of the organisation to communicate with the clients (Baker, 2019). Revenue is gained through attracting the customers and impresses them to be attached to the company. In referral, the number of customers increases due to the active performance of the employees. Finally, customer retention directly results in employee retention as they can get support, confidence, respect, and recognition in the company. Through all these steps, the employees within Comsyst Technologies can be motivated as they may feel confident and this may lead towards their strong engagement with the company to brighten the future of the organisation.


Regarding the case of Comsyst Technologies, it is evident that the lacking of the management to manage people has resulted in the poor performance level, low engagement, and resignation of the employees. Therefore, to retain their employees, to get rid of this situation and also to improve the context, some effective strategies can be recommended.

First, giving rewards and offering promotional scopes frequently can enhance the interest and engagement of the employees to fulfil the organisational purpose. If the management of Comsyst Technologies can strategically appreciate the good performances of the employees, support them in a friendly way and give rewards as per their performances, they will automatically feel enthusiastic to gradually enrich their functional standard.

Second, sharing the organisational revenue with the employees can also strongly able to attract their attention to think and serve for the organisational benefit. The financial benefit is always at the core of the employee interest and fulfilment of that can grab their attention to tighten their organisational engagement (Brammer, He & Mellahi, 2015).

Third, providing career development opportunities through arranging training programmes, executive coaching, and motivational programmes are also helpful to make the employees think that there are attractive scopes to brighten their future. As Comsyst Technologies is attached to the software consultancy industry and nowadays the advancement of the technology industry has become fast, this career opportunity can satisfy the expectations of the employees can prohibit the specialists to resign their posts or to left the company.

Fourth, the management has a strong responsibility to show necessary respect and support to the employees to make them satisfied in the changing working environment in Comsyst Technologies. If they get a comfortable and healthy working environment, the team performance can enrich a high-quality performance can be produced. This will help the management of Comsyst Technologies to again strongly compete with the competitors, regain their confidence and also to uplift their market share.


Therefore, the organisational success and functions are greatly depended on the employee performances along with their retention, engagement, and qualities. The poor performance of the employees not only enables to put the company's performance into danger and insecurity but also in the competitive market is creates a negative impact on the organisational functions. In the case of Comsyst Technologies, several employee-related issues have aroused due to which the company lost three major tenders. However, if the management can follow the recommendations mentioned in this report, they may overcome this critical scenario through impressing the existing employees, retaining them, improving the performance quality of the team and also attracting talents to positively engage with this company.

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