Oppose to Ivanovics concerted effort to know and communicate with all of their employees, the new management team under McRae did not effectively communicated with Iggy’s employees. Also McRae failed to communicate with Ivanovics by not seeking their opinions while hiring key new management personnel. Coleman, handing Ludmilla Iggy’s new organization chart detailing the company’s new hierarchy and telling her lines of communication is a good example of new management’s hierarchy based communication practice contrary to Ivanovics open communication practice. New management team’s inability to effectively communicate with Iggy’s employees and its owners grew discontent among Iggy’s employees and its owners. Overall, the communications within organization was worse.
Considering ongoing discontent among Iggy’s employees and its owners and the new management failure to utilize positive communication leaderships skills like being verbally involved, being informed, seeking other’s opinion, initiating new ideas, and being firm not rigid. Bringing consultant to mediate discussions between the Ivanovics and the new management team was the only option left to improve the communication and reduce the discontent. In ability to communicate could lead to disaster and consultant could potentially open the doors of communication and mitigate the problem.
In addition to new management lack of communication ability, the part of problem was also Iggy’s fast growth and Ivanovics decision to reconfigure the leadership structure of the company without losing their control over the fundamentals. The Ivanovics decided to bring McRae as chief operating office (COO). Contrary to Ivanovics vision to slowly reconfigure the leadership structure of the company McRae quickly hired the ne ...