Inverting the organisational structure from traditional to employee first: a case study analysis

This paper evaluates a case study to demonstrate the impact that personality constructs and sociological phenomena have on business performance, focusing in particular on the sub-issues of chain communication networks, resistance of senior management to change, and illusions of unanimity preventing senior managers from voicing their concerns to their peers. The paper aims to analyse these sub-issues through the application of the Five Factor Model (FFM) of personality, Hofstede’s cultural dimension of Power Distance, and the sociological theories of Groupthink, Chain Network Communication Model and the Abilene Paradox. This report provides several recommendations designed to prevent the occurrence of these issues in the future. Such recommendations include a leadership workshop designed to develop change management skills, the implementation of inviting frontline employees to senior management team meetings to promote opportunities for open and fluid communication in the workplace, and designating a devil’s advocate role in each Senior Management Team meeting.