Week 9 Case Analysis Utiliscan’s By: Tenika Carroll Wednesday March 3, 2010 Dr. Kimberly Scanlan Utiliscan has experienced a growth rate in company business. The HR director and the company CEO’s have been having a very hard time trying to find experienced employees and also address the current issues within the Utiliscan. So Paul the current Director of HR has just learned of a new opportunity and has decided to leave the company, but before he left he conducted a survey on some of the employee concerns. Once the survey was completed, Paul was asked to complete a conceptual plan that would address the employees concerns and stay within the companies’ budget. Throughout the case analysis Paul will address each of the employees
Low customer satisfaction is another internal weakness that is crucial to the success of CanGo. Another internal weakness includes severe communication issues within CanGo’s management and employees. External threats such as competition, plays a big role in the future success of CanGo. Your organizations internal organizational strengths such as online growth, and cost advantage offers great potential if properly utilized. Another external threat includes economic slowdown.
Abstract In order to run an effective human resources department, you must devise a strategy for achieving key human resources needs. The key needs are employee recruitment, retention, motivation, development and engagement. Plastec with the help of Paul, the Human Resources Manager, can achieve these goals by using the strategic management process. Paul, along with the managers of Plastec can use this process of determining an organization course over the next year, as well as setting measurements of success. Case Analysis Paul at Plastec has found himself in a tough predicament because he is the first HR manager in a booming company.
Eager to begin, Karen sets up a meeting with a high-performing sales operations manager, Jacob Reynolds, who was referred to her by a friend in sales. She begins by asking questions about the business goals of the department, but he isn’t able to articulate what those are. His discussion is mostly tactical in nature. Karen quickly realizes that she has made a major mistake. She has not identified the true client, someone who can articulate the department’s business goals and with whom she can build a long-term partnership.
In this case scenario there is clearly a difference in opinion, while the boss of the company believes he is giving Beauport (his employee) greater opportunities in the company and a chance to succeed in her career by changing her position to marketing research coordinator; Beauport is convinced that she is being sidelined into a “backroom” job, since she is aware of the stereotyping that goes on with women in this industry. Beauport is highly disappointed with the outcome of her hard work, and feels like she is being demoted rather than promoted. The boss knowing he had this position two years prior to becoming boss is both excited and pleased to inform his employee of his wise decision, and is sure his employee would be thankful for the great opportunity. The second symptom present in this scenario is a misinterpretation of body language by Mr. Gilman (the boss) towards Beauport’s reaction to the aforementioned position. When informed about the change in position, Beauport was shocked and so responded with a long pause and a quiet thank you as she left the office.
As the variable cost is too high as we increase the production. As this is a highly competitive firm so they can ask for high price to increase the profit margin. 3. Assume the price is $40 per ton, should they consider closing down? Why, or why not?
Conflict Management Plan MGT/311 December 2, 2012 Abstract This paper answers the following questions about conflict management plan. There is a conflict between two employees, James and David that needs to be addressed before forming work teams. The following answers what conflict resolution techniques are the best for this situation and how roadblocks are handled if they occur. There is always going to be conflict in the workplace, but the best solution to conflict is what is best for the business and what makes it successful. 1.
Confidence's Cost to Collaboration The corporate formula for innovation often focuses on creating a team of experts to cook up the next big thing. Groups of managers -- typically composed of individuals from a variety of fields, including engineering, marketing and operations -- band together to develop new products or services that can create top-line growth. In a recent paper, Wharton management professor Jennifer Mueller and Wharton lecturer Julia Minson looked at the dark side of teamwork -- the tendency of those groups to become insular and less efficient as they grow in complexity. In "The Cost of Collaboration: Why Joint Decision-making Exacerbates Rejection of Outside Information," Minson and Mueller found that people working in pairs were more likely to dismiss outside input than individuals working alone. Mueller
Abstract The American economy is driven by business and industry and the ability to create jobs. As technology advances, demographics change, and globalization occur it is of the utmost importance for America’s business and industry to examine their workforce needs. Businesses will need to ask themselves important questions regarding how they will keep up with current technologies, train existing employees, find and hire new employees that meet their needs - both educationally and technically - and continue to keep up with worldwide fluctuations that occur within their trades. One of the major realities facing business and industry is the shortage of a high-skilled, well educated workforce. America could face losing many more jobs.
Peterson along with this is also facing extreme friction between his team members and between himself and his superiors in the CelluComm Head Office in Los Angeles (including his line boss, Jeff Hardy). Peterson who was very young at 31 years old was a relatively fresh MBA and with no experience in the Telecommunications sector. But he was given this chance of proving himself via the company owner and head Ric Jenkins, who had been able to obtain multiple licences for the cellular company set ups in various regions of the US Market for his company CelluComm, to which multiple new startup companies reported. gmct was one of such companies. Core Issues: Erik Peterson was facing multiple challenges out which the core issues were as follows (DISCUSSED IN DETAIL IN A LATER SECTION): - An ambiguity of who to report to and how his company hierarchy works; - An impending deadline to get gmct up and running; - Employee rifts and friction such as between Curt and Todd Jones; - Was deeply involved in all problems of gmct himself despite being the boss of his own large team at that subsidiary of CellComm; - Unsettled zoning issues with the local government bodies with minimal support from his immediate boss, Hardy; - Resistant