TRAVELINK
Student Name
Institution Title
Course name
Name of the Professor
Date of Submission
1
TRAVELINK
What is your assessment of the solution at Travelink at the end of the case? What are the
underlying problems in the organization?
William decided to leave Travel Link Solutions after being mistreated in several ways,
including not receiving his six-month performance review, which would have resulted in a pay
raise and not being informed that the project he was working on had been cancelled. Travelink
was facing a number of underlying issues, including a lack of personnel, inadequate
communication, diminishing incentives, and fragmented project planning and execution (De
Vecchi Galbiati, 2016). The organization as a whole also employed extreme solutions that did
not always address the cause of the problem. The final blow came when they began a job that
required an excessive amount of time to complete. It was abandoned after significant time,
money, and other resources were invested. None of the employees received any recent updates or
information regarding the project.
If the company wants to solve the difficulties expressed by its customers and employees,
Travelink must undergo drastic or gradual changes. Unless prompt action is taken to address the
staffing shortage, low employee morale, adherence to business principles and standards,
compliance with new company contracts, and fast, effective, and efficient customer service,
Travelink risks being shut down (Ropp, 2021). Travelink should attract transferees from other
departments in addition to hiring new, experienced people to handle the issue of insufficient
personnel, since the costs of guaranteeing that the task is completed outweigh the costs of
disgruntled clients and a negative reputation. Hiring new personnel decreases multitasking and
enhances productivity. For example, instead of allocating multiple jobs to a single employee,
Travelink can engage a person to complete the task and prevent transferring between employees.
2
The other underlying issue confronting Travelink was a lack of communication between
management and employees, as well as across all departments. Employees were not informed of
their 6-month performance evaluation until a year later. A lack of communication between
management and personnel led to a decline in customers, products, supplies, and services, as
well as a high employee turnover rate. It is therefore essential for Travelink to set and enforce
clear principles for how its various departments and partners should interact (Fuchs, 2020). This
will provide a solid foundation for any future communication efforts. For example, managers can
set up lunch for new hires with the rest of the company. They can redirect the conversation away
from work-related themes and toward more lighthearted topics like personal experiences and
interests. Even if the act is small, it can break the ice and start everyone in the team talking to
one another.
If you found yourself in Will or Robert’s situation, what would you do? Why?
If I were William or Robert, I would become a change agent because I believe that organizations
serve their stakeholders most effectively when they regularly undergo transitions. If I believed
that speaking up about a situation may result in positive change, I would not remain silent.
Occasionally, I would communicate with higher management about the organization's
challenges. If that does not work, I will bring it up at every meeting I attend.
If Will and Robert both decide to stay and try to advance needed changes, what changes
would you recommend they focus on and how would you recommend they go about it?
Will and Robert should attempt to recruit transferees from other departments in addition
to hiring new, experienced staff. This modification would make it more affordable for them to
hire extra personnel to meet their needs. They should do this by discussing with the management
3
why new hires are so important and how they might increase company morale (Fuchs, 2020).
Management will resume normal operations to assist employees in adjusting to the new
circumstances. Members of the management staff who earned their jobs by merit and effort
should be reinstated. They should also share some views on how to treat the current workers.
Will and Robert must cease assigning new assignments to the agents in order for them to
concentrate on resolving existing ones. This substantially minimizes the stress and workload
(Engelstad, 2017). There may be an increase in the average wait time, but here is where having
additional personnel comes in helpful. Will and Robert should do this by completing and
implementing the Database project, or put it on hold for a few years and return to it later. If they
choose the latter option, they must meticulously plan the organization's future movements while
remaining one step ahead of rivals.
To solve the issue on poor communication within the organization, Will and Robert
should create a safe space for communication. Employees must feel at ease delivering feedback
in the form of observations, ideas, complaints, questions, and criticisms. Team members who are
engaged their work and who understand their responsibilities outperform those who are not
(Faustman, 2021). Members of the team who are confused of what they are expected to do or if
they are doing it right frequently develop frustration or self-doubt. Will and Robert should solve
this by ensuring members have access to essential information that is well arranged and
presented, then they can perform their duties more efficiently.
4
Have you ever been in a situation where you were a recipient of change and things
went poorly? How did it affect you and the others in the organization?
Yes. When things did not go according to plan, I did not choose to disregard the issues. Despite
the obstacles we encountered, as a member of the change team I never wavered in my dedication
to achieve our common objective of organizational success. Your courage in the face of
adversity has inspired the rest of the team, who are now more willing to contribute whenever
they have an idea. The group tasked with implementing the new plan discovered the hard way
that accepting change is not an option.
Would you, for example, share Will’s documentation of the problem within the company?
Why or why not?
I believe that by publishing Will's problem documentation throughout the organization,
everyone involved in the project, from stakeholders to employees, will have a clearer
understanding of the project's challenges and issues, and the organization as a whole will have a
better understanding of how its efforts will affect its constituents. As a result of having access to
and being able to examine the organization's data, the problem can be resolved prior to any
reactions from stakeholders due to the problem documentation. In addition, it will aid in the
collection of vital information regarding the project's stakeholders.
5
References
De Vecchi Galbiati, P. (2016). Self-adaptive Organisms: The Evolution of Organizational
Models and Systems. In M. Bait, M. Brambilla, & V. Crestani (Eds.), Utopian Discourses
Across Cultures: Scenarios in Effective Communication to Citizens and Corporations (pp. 61–
72). Peter Lang AG. [Link]
Engelstad, F. (2017). Strategic Communication and Institutional Change. In F. Engelstad, H.
Larsen, J. Rogstad, K. Steen-Johnsen, D. Polkowska, A. S. Dauber-Griffin, & A. Leverton
(Eds.), Institutional Change in the Public Sphere: Views on the Nordic Model (1st ed., pp. 139–
159). De Gruyter. [Link]
FAUSTMAN, J. M. (2021). Organizational Identity, Cultural Artifacts, and Change. In
Establishing a Space Force Culture: Lessons on Artifacts and Organizational Identity (pp. 4–9).
Air University Press. [Link]
Fuchs, C. (2020). Communication and Society. In Communication and Capitalism: A Critical
Theory (Vol. 15, pp. 69–108). University of Westminster Press.
[Link]
Ropp, P. W. (2021). Personnel and Organizational Changes. In Good Outfit: The 803rd Engineer
Battalion and the Defense of the Philippines, 1941–1942 (pp. 377–388). Air University Press.
[Link]
