While problems do arise, as they do with any business, we have full faith that the people we hire can fix any problem, anywhere, at any time. Problem Carl Robins, campus recruiter for ABC, Inc., has successfully recruited 15 new hires. The new hires will all work for Monica Carroll, the Operations Supervisor. Carl scheduled a new hire orientation for June 15, hoping to have all new hires working by July. Monica contacted Carl on May 15 inquiring as to whether everything was in order for the training to take place the following month.
Carl successfully completed the assignment with no problem and hired 15 new hires. For most people this will seem that the easiest part of the new hire process was completed. The next step for the new hire process was to give them training. He scheduled a new hire orientation to take place on June 15, hoping that the new hire orientation will go smoothly and that he will have all the new hires working by July. On May 15th, Monica contacted Carl about the training schedule, orientation, manuals, policy booklets, physicals, drug tests.
Smith is preparing his quarterly budget report, which will be presented at the Southeast regional meeting in the following week. He is very concerned about adding capital expense to the operation, to meet the demands of current customers, when business has not increased appreciably. According to the case, this has been the worst first quarter Smith recalls, primarily due to weather conditions. He has asked Martha Lewis, his field services supervisor, to help him review the available data and offer possible solutions (Heizer & Render, 2011). Briefly summarize relevant background information from the case.
Case Study Analysis Paper Kathleen A. Aure COMM/215 October 14, 2013 Bruce Massis Case Study Analysis Paper Introduction An analysis of Carl Robbins, new campus recruiter for ABC, Inc., reveals several challenges: Lack of work experience and delegation, poor time management and need for improvement in task implementation. Background Upon researching information on this particular case reveals a new campus recruiter: Carl Robbins, 6 months into his employment with ABC, INC. Carl has been given the task of hiring and orienting 15 new employees despite his lack of on-the-job experience. The new hires were recruited in early April. On May 15, one month after the new hires were recruited, Carl is contacted by Monica Carrolls, the Operations Supervisor. Monica contacted Carl about the training schedule, orientation, manuals, policy booklets, physicals, drug tests, and a host of other issues.
• Lack on accurate information on performance. • Problems recording sales orders. • Incapacity to manage effectively customer accounts and credit on a global basis. • Delays in closing the books each month. Initiative objectives Carl Neum, the new CFO, felt that the future of the company was depending on a strong restructuring process that he called “Frankfurt is Orlando” which consisted in standardize all the systems, languages, charts and information of the company worldwide.
Assignment 4 Time Management February 27, 2011 Professor Daniel Gilbert Operations Management BUS515 003016 Introduction: After reading the case on work force scheduling at the Red, White, and Blue Fireworks Company (RWBFC), I will develop a staffing plan that will determine the exact number of full-time employees needed, as well as the schedule each employee will need to work. I will also explain what factors were relevant in making the transition to the new schedule. The production manager at the Red, White, and Blue Fireworks Company (RWBFC), decided to change the work schedule for her manufacturing employees. Because of high product demand and an inability to expand at the current facility, RWBFC needs to operate ten hours each day, seven days each week. In order to avoid the use of overtime and to keep her employees fresh, Joan decided to have employees work four ten hour shifts each week.
Therefore, management was adamant that there would be enough well-trained customer service representatives to handle the calls from new customers and from potential customers. Based on experience in other markets, the anticipated number of phone calls to customer service was projected. Given the average call-length, the number of hours of customer-service time from April to August was projected and is shown below. Month April May June July August Hours needed 22,600 24,600 27,200 28,100 29,500 Through experience, management knew that training a new employee well was essential. Each new employee was put through a 1-month training program, and was assigned to an existing employee for an entire month.
Groups, Team, and Conflict MGT 311 Version_1 Groups, Team, and Conflict A new team has been formed to begin production of the newly designed CardiCare Valve heart valves which will be manufactured in our current Pontiac, Michigan location where the current manufacturing of custom plastic parts has been going on for over a decade. Many of our current employees will be moved over to the new group, and the company is in the process of hiring new individuals with exceptional experience within this field. During the hiring process, the company will train our existing employees and all new hires so that these individuals will be able to make the necessary adjustments and learn the new material for success in this new venture. Part 1: Team Strategy Plan To build this new team efficiently, we have organized different team creation strategies that will bring a renewed viewpoint on the medical industry and specifically a new perspective for the CardiCare Valve heart valves. The team strategy will focus on making these valves with precision, high quality, and very durable material since these valves will most likely be a life-saving product for all people.
PROCTER & GAMBLE 1. Lafley claims that his key objectives are to make the firm more agile and flexible. Come up with specific steps that Lafley has taken to push the firm in this direction. When A.G. Lafley took control of Procter & Gamble, everyone looked to him for answers. But the truth was he didn’t know how to get the faltering P&G back on track but then he manages to turn P&G into an operations and innovation powerhouse.
Microsoft Case Study Radha Metro Strategic Human Resource Management Professor Spector February 12, 2013 Microsoft Case Study Microsoft is known for their stringent hiring practices. They put a great deal of effort into finding people who are highly qualified, but also are a great match for the organization. With an emphasis on cross-training, they allow employees to explore new projects and branch out. When Microsoft decides to hire an employee it is after an extensive series of interviews and tests, so by the time the job is offered there is no doubt that the employee will fit in well with the company. Because they are so careful in the selection process, they also enjoy very high levels of employee retention.