Abstract –This paper provides challenge to a previous case study about organizational behavior. In particular, the paper applauds the strengths ofthe case responses. It concludes by posing questions that are aimed at improving concerns in the case study.
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SUMMARY OF THE CASE STUDY
Pay Zone is a virtual company that specializes in the development of software applications for the oil and gas industry. The company was establishedfollowing a turning point in 1988 when some companies in the same business field decided to close and transfer their employees to new owners. Some likeminded displaced employees decided to create a virtually unstructured organization to further their business activities and lifestyles. The company started operating virtually with no physical offices. Even though Pay Zone did not have administrative people, it managed to consult globally for some of the biggest oil and gas companies.The case study analysis of Pay Zone provided the historical background and emergence of Pay Zone on the global arena. It also discussed several issues associated with the company including recommendations.
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CHALLENGING THE CASE STUDY
A number of issues can be raised about the Pay Zone case study. The challenge identified major areas that were not considered critically in the case study analysis. Below are the major issues (areas of concern)that were raised about this case study analysis [1].
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Employee training
In the case study, it issuggested that training was essential during the initial establishment of the company. Although training is essential for new employees, Pay Zone’s pioneers already have enough skills and experiences needed in the industry. Therefore, initiating new training for pioneers seemedredundantand would not be beneficial during the start.What they needed most is how to establish a virtual platform for the company.
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Aging workforce
The case analysisargues that pioneer partners seem insensitive to Pay Zone’s aging workforce. The company has not invested heavily in attracting and training new technical and professional talents. This seems untrue given that the company has expanded to have strong global presence. However, the company needs to identified, structure, and nurture the young talents.
- Administrative staffs
Because Pay Zone operated virtually, it is argued that they did not need traditional office-based work environment. Even though they operate virtually, the company still needs administrative staffs. Some works require physical documentation. The idea of virtual operation does not eliminate the roles of administrative staffs.
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Recommendation
The case study does not provide clear guidelines on how Pay Zone deals with some of its major challenges, such as aging workforce, talent management, recruitment of right personnel, sustainable economic growth and so on [2]. In addition, it is not clear how the recommendation will help the company maintain the virtual business model globally.
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Actions and implementation plan
The provided action and implementation plans do not guarantee long-term success and sustainability of Pay Zone’s business activities. It does not have criteria of how the company is going to achieve sustainable economic growth [3].
III. QUESTIONS
- How does the provided recommendations help Pay Zone maintain the same virtual global business model?
- How can Pay Zone initiate an effective training model given that the company operates virtually and has no physical location?
- Does Pay Zone need traditional office-based work environment given that the company operates virtually?
- How does Pay Zone’s business model best fit in its work environment?
- Does the provided action and implementation plans match with Pay Zone’s business model? Does it guarantee long-term success and sustainability?
REFERENCES
- L. George and A. Bennett, “Case studies and theory development in the social sciences,” Cambridge, MIT Press, pp 23-56, 2005.
- E. Stake, “Multiple case study analysis,”Guilford Press, PP 78-98, 2013.
- K. Yin, “Case Study Research: Design and Methods,” New York, Yale University Press, PP 76-98, 2013.