Workflow Automation

        A popular gripe from people in today’s workplace is that they are not necessarily big fans of automation, and transitioning from “how it has always been done” to “how it can be done better” is a paradigm shift that we are all going to experience together. Moreover, going “paperless” is a trend that has taken some getting used to. In a wasteful society, people have tried to “go green” and save the trees, which has certainly stuck for many consumers (although, this particular consumer goes paperless for some and not for others). The reason is simple; there are cases in which a paper trail is helpful, and almost required to maintain control of…well, the accounts. This theory is no different for the case regarding a resistance to automation in the workplace, and taking the plunge into a paperless world.

        Consequently, as it relates to the case, to implement automation at a small to midsize accounting firm is a “very difficult decision.” One of the structural imperatives in the structural frame is the “size and age dimension,” in which “complexity and formality increase.” (Bolman & Deal, 2013). It is no wonder why – just taking the steps to convert to a paperless office can pose tremendous costs and the desired efficiency results won’t necessarily be achieved overnight. This is exacerbated by the fact that the employees in the accounting field are already overworked and overloaded, another characteristic of the structural frame. In the underuse versus overload structural dilemma, when employees are literally overloaded with work and paperwork, stress is high and employee morale is low –this decision to automate tasks was to alleviate this work and free up the employees to attend to other tasks.

However, going back to the point of resistance to changing a process was not going to be an easy one, but firms like B-AC that take on this new goal of transitioning to a “paperless” office will base their performance goals on a three-year timeline for implementation. This goes back to the structural imperative about strategy and goals, with structural implications that “variation in clarity and consistency of goals requires appropriate structural adaptations.” (Bolman & Deal, 2013). We have learned that if a team cannot establish distinct performance goals, or if the goals in place are not related to the team’s overall purpose, that is a recipe for disaster and chaos will surely ensue. That being said, the sure way to success for undertaking such a change can be tied back to another structural characteristic of high-performing teams who have “a common commitment to working relationships,” ensuring the right team structure and top performance. This transition and its setbacks were mitigated throughout the process because “the firm continued to stress training and eventually mandated the use of the new software to overcome employee resistance.” (Dykman & Davis, 2012).

What is especially important to any firm after implementing such a big change is the idea of “staying in the loop” and clear communication between departments and managers, or as it is referred to in the book, “lateral and vertical” coordination, two of the basic structural options in an organization. As it relates to the case, B-AC was keen to analyze progress and address additional issues or challenges with a staff meeting at the start of a new tax season with a staff meeting, which is a characteristic of lateral coordination. Having meetings allows employees the opportunity to bring up any issues and also allows the entire team to ensure the goals are clearly outlined. This is especially important to organizations for long-term success. However, it should be noted that according to our textbook, “organizations have to use both vertical and horizontal procedures for coordination. The optimal blend of the two depends on the unique challenges in a given situation.” (Bolman & Deal, 2013). B-AC was guilty in combining both vertical and lateral procedures; the set-up of the meeting, and managers/Principals directing employees to comply, which is a characteristic of top-down command and control, in vertical coordination. B-AC undertook this task and faced through the challenges thanks to a sound structure.

According to our textbook, one of the basic human resource principles is to hire the right people. “Strong companies know the kinds of people they want and hire those who fit the mold.” (Bolman & Deal, 2013). This was no different for B-AC; the firm was focused on having a successful transition and wanted to be sure the right people were in place. The example can be given of Itsy Gnutome who was hired to replace another staff member; and he had the challenge of training the staff with a new system and the pressure of ensuring greater efficiency after the fact. Luckily for him, the outcome was certainly favorable and total billable hours increased 30 percent in just one year.