SUMMARY PROBLEM STATEMENT In the spring of 2003, Mark Taylor, recently promoted to operations manager at Thicketwood Ltd., a custom kitchen cabinet manufacturer in Kitchener, Ontario. The company has to ensure that the plant's capacity would meet the upcoming year's forecasted demand of 2000 kitchen cabinets. But for now, the plant's manufacturing all relies on the handcraft of workers. No matter is the quality or the quantity of productions, cannot satisfied the demand either. Taylor's first plan was to purchase a computer numeric controlled(CNC) router, however, he was not sure whether to purchase a new or used machine.
Case Analysis Paul at Plastec has found himself in a tough predicament because he is the first HR manager in a booming company. Paul has the opportunity to take this company to the next level if he can get and keep the required manning. Our learning team will be conducting an analysis on what skills sets Paul could be in need of when hiring a new person to assist him, which employment laws are most important to Paul, what Paul’s #1 priority for training will be, how important it is to update job descriptions for managers and three possible recruiting methods for Plastec workers. Paul has been trying to manage the HR department independently and it is creating many issues. The demand for more products puts demands on more employees which ultimately puts more demand on the HR department.
Corporate has to establish a sense of urgency letting employees know what the company current weakness is and what the goals that they are trying to achieve are. Corporate will need to put the associates in direct contact with the unhappy customers as well as having the associate effectively trained to assist customers once this new technology is installed. Secondly, Sandwich Blitz has to create a guiding coalition by putting together their managers and supervisors to work as a team with the power to lead the change that the company is about to face. At this point the company will need leaders to motivate the sales associate to adopt the changes with a positive attitude. It will also be a smart practice to assure employees that the changes in technology will not replace the human resources.
Norman’s story at Asda is about a leader focused on organizational change. Norman’s leadership behavior reflects heavily on principles of the Heifertz and Laurie readings. He initiated the changes by first coming to terms with the board of directors on an understanding that there may be some initial short-term losses in an effort to produce long-term profitability. (Archie Norman at Asada, page 2) Through honesty with the board, Norman was empowered to forge ahead and begin the process of identifying not only the technical challenges, but also the adaptive challenges. Norman used the first six months of his tenor to highlight the problem with the grocery chain.
The process of recruiting is therefore of great concern for managers in the field. However, up to this point, the organization has not had any centralized method for recruiting new employees. As part of the consolidation across stores, Tanglewood is now encouraging a systematic review of their recruiting policies that will ultimately result in a better recruiting system for store
2. Describe how Alan’s opening thoughts on his job, narrated in the video, affect his approach to the performance reviews. Does Alan’s view of his job foster a negative or positive work atmosphere with his employees? Explain. Alan’s lack of confidence in his ability to conduct performance interview has prevented him from practicing mindful listening.
Nordstrom does not offer extensive training programs to its customers. Employees are paid on a commission basis, they are surrounded by a very competitive environment and it is ingrained in them that customer satisfaction is key. Employees needing to train new employees may not emphasize to the new employee why the need for customer satisfaction is so important. Also, because of the competitive environment, it may cause the employee to not train the new employee appropriately because of threat to their sales, which could in turn cause a misconception of their family environment. There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction.
In order to more effectively contribute to the organization, I would like to spend some time researching techniques to connect on an emotional level with the team. The fact that they retain such a lack of empathy in their business life is confusing to me as they are largely family men. Having not observed their familial relationships myself, I can only surmise that they interact without empathy in their personal
The employees may feel a certain way about the layoff of the co-workers and also it may effect how they work. Also another thing is the loss of valuable and knowledgeable employees may affect others too. The new hire people will have no one to ask if they do not understand or know how to perform a task asked of them. This can cause serious problems for productivity and for the patients at the clinic. The last disadvantage I think will be a problem to the Dodge Clinic is employees seeking employment elsewhere because they do not feel there job is secure.
Without this restriction, the workplace could have a better chance to obtain better performance on the job, a wider range of ideas for problem solving, and a more diverse workforce with different views on different situations, which could better your company in the end. Let’s say you’re the CEO of a company, and you interview two people for the same job. While one employee has many tattoos, the other has none. You decide the person with the tattoos could be the better man for the job, but hire the other man, solely on his appearance. This man’s job performance is not enough to concern you for the first couple months, but he begins slacking as time goes one.