It is about an organization's overall environment (a rich picture for the same) and use Case to show its KPIs.

1. PART A
A1. Rich Picture of TG’s Environment
A2. Understanding of the Overall TG Environment
The given case focuses primarily on the internal environment of TG. The case majorly focuses
on the change in leadership and cultural change and its potential impacts on the company. The
four areas include:
Key Actors and their Roles
Managing Director: Managing director is the ultimate leader whose decisions influences
organizational culture that in turn impacts the overall environment of a company. For instance, in

2. the switch in the leadership from Tom to Fiona led to numerous changes in TG’s overall
environment.
Directors: Directors can take active part in the decision making process of TG
Managers, and Administrators: These are the subordinates to the board but are the heads or
representatives of different departments that represent and manage executive staff members.
Staff: This include both sales staff and training staff. The employees that are considered as the
prime assets who bring business for TG and provide training or contribute to the service
experience of the customers.
TG’s Culture
In the leadership of Tom, TG had an employee oriented culture with flexible working and family
friendly company policies, providing outstanding benefits to the employees. The company used
to do huge investments in the Information technologies such as ‘ebook’ and ‘the learning
gateway’ in order to make it easy for the customers to enroll in the course and pay online and
employees can easily book and schedule course online. This shows that the company was
following innovative cultural approach. However, the new leadership under Fiona brought
cultural change in TG where she tied the evaluation of every department with Key Performance
Indicators (KPIs), hence started following a strict approach towards the sales and training staff.
Key Issues and Conflicts
During the leadership of Tom, the company was not following much conflicts and issues.
However, a few employees perceived need to change in the TG’s leadership and the only issues
was the company’s extra lenient approach towards the staff members. Nevertheless, the conflicts
initiated in TG only with the thought of change in the leadership of the company. At initial level,
the conflict was to choose the best member as there were many strong candidates in the board.
Fiona after appointed as the new leader decided to change the organizational culture and
introduced KPIs to measure the performance of the whole company including departments and
employees. The changes in the TG led to varied conflicts in the company. For instance, the
increase in the conflicts within team as directors, managers and administrators thought of Fiona
as a narcissistic leader who is a dominant leader and is not concerned about the suggestions of

3. others. She never engaged anyone while making decision because of which the sales and
marketing and IT directors started feeling ignorant. The change in leadership enhanced the
resistance to change because the employees were not happy with the Fiona’s approach. It was
really difficult for the staff members to manually track and maintain their performances and send
spreadsheets to the finance department on daily basis. It was very time-taking work. This
induced additional pressure on sales and training staff. Moreover, the training staff noticed that
the students’ feedback form to measure KPIs was flawed as it do not contain genuine feedback
for their service always. Moreover, it was very difficult for the finance department to receive
spreadsheets and to process them manually. Hence, the lack of information system was another
issue. Staff also reported that the increasing pressure on staff led them to force the customers to
join wrong or irrelevant courses. Consequently, the customers getting angry and started
complaining about the wrong course, which further increases the customers cost of switching to
another organizations. The sales staff further reported that the Fiona’s flawed KPIs will result in
cutting down the courses that are running well in practical terms. Lack of staff satisfaction led to
increase in the employee turnover rate in TG. This means the qualified staff started leaving the
company that occasion in the lack of skilled trainers and hence, the sales department head started
cancelling courses. This shows not only increase in the cost of recruitment of qualified staff but
also decrease in profit due to lack of staff. The employees getting concerned about the job
security given the Fiona’s rigid approach towards her decisions.
IT Provisions and IT Issues
The main IT provisions in the company include ‘ebook’ that is an online booking system that
helps employees in taking online booking for courses. This system was also helpful in receiving
payment online, registering attendance, and producing the certificates when the course ends. TG
launched new program, which was ‘the learning gateway’ that makes possible for the customers
to register and pay for their course online. Instead of that, the main issue associated with IT in
TG were the absence of information system in the company. The absence of information system
was one of the prime reasons behind the other conflicts and dissatisfaction of the sales staff in
the company.
PART B

4. B1. Use Case for TG
B2. Document you Use Case Diagram
First primary scenario is when an individual customer call or send email for inquiry, the telesales
executive team will respond to the call or email. In case, there is requirement to follow-up with
the customers later, the executive will follow-up. Depending on conversation, the customer will
book course, will attend the course, complete it, pass it, and recommend it to the other people.
The second, prime scenario is that where an employer or organization calls, send email, or fix
meeting with the employer executive team. One of the team members attend the clientele. The
successful meeting via call, personal, or email will led to the course booking from the employer.
Once the candidates from employer passed course through executive team, they may come back
for another course.
B3. Discussion
The above use case diagram reveals that it is the simplest representation of how different actors
within a system interacts. For instance, in the given case, use case helps in identifying that the
main actors for KPIs include students, employers, employer executive team, and telesales
executive team. Now, there actions are related in a way that if individual customer or prospective

5. student call, send email then telesales executive will attend that call or answer the email, which
in turn led to customer booking the course. Moreover, telesales executive will also make the
follow-up calls to the customers that in turn also helps customers in booking the course. In
addition, the employer executive teams handle the employers or organizations. The meeting and
calls between the employer and employer executive teams will led to course booking. The team
can consider the number of customers trained when employers’ candidates pass the course. This
way the use case modelling illustrating both the actors and their actions. In order to create the
give use case, I assumed that either customer or employee executive team can contact one-
another for course discussion. However, in real life scenario a proper description about making
the call and if employees are making the course bookings for the candidates will be required.