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I Work For A Great Company

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I work for a great company. Malarkey Roofing Products has been in the roofing products business for over 60 years, both manufacturing and distributing quality roofing materials. We have a sales force of over 60 sales representatives, three manufacturing plants, and a few hundred administrative and union workers. Our products are distributed globally and we continue to expand into new markets; which makes it imperative that our company run like a well-oiled machine. A company this size requires a lot of teamwork between individuals, departments and management. But, as we continue to grow, I am seeing divisions in all of these areas, which makes it difficult to operate on a day to day basis.
When I began reading The Five Dysfunctions of
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If that is the case, the overall goals should be readdressed and more specific. But I digress. The true issue is the lack of a common company goal or vision and determining where that comes from.
One of the major areas I see my team struggle with is this idea of the fourth dysfunction, which is the avoidance of accountability. This can be seen when an employee can give you departmental goals, but not necessarily the company’s goals or visions. Up until recently, our company operated under a “silo mentality”. In other words, each department was operating independently of each other, with no regard to what the other departments were doing. Nobody knew what anyone else was responsible for, or how our departments worked together, thereby eliminating the ability to hold each other accountable. Brent Gleeson points out that this concept is not healthy for any business. “This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture” (Gleeson & Rozo, 2013, para. 1) When we cannot hold each other accountable, we cannot reach a common goal. We begin to operate without a vision or operate with very limited vision, placing the overall goals of the company as more of a suggestion than a goal.
My department (a team of five people) struggled with our
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