How have the employees contributed to the problem? There are several issues in this case leading to turmoil in the company, firstly being lack of leadership skills in Halen, then poor management skills in Mary, and lastly being lack of employee faith in their management. Helen as a CEO of the company has inherited this position from her father, she indeed is very passionate about the firm and the profession but her lack of leadership ability clearly shows in her decision making skills (promoting Adrienne bypassing several deserving employees). She tried a short term fix to a problem ignoring the long term impact of her decision on other employees and progress of the organization. Helen here is contributing rather than solving the issue of losing good employees, which is an early sign of a weak management in an organization.
There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction. So in this case some employees may feel resentment for having to put so much effort into making their customer happy. For instance, some Nordstrom employees may feel that it is too difficult to meet the needs of some of their customers. Employees are expected to go out of their way, even to work long hours or beyond their hours to meet their customers’ needs, but they do not get compensated for any overtime. The environment for this employee could be very stressful and cause them to not want to put much effort into sales.
Though John had sympathy for the family pressures she was facing, but her unpleasant behavior was affecting the efficiency of the entire team and the organization. On the other hand, Andy another employee with CES and a team member for the waste management committee, made it worse by creating negativity in the mind of Vincent on the very first day of his office. Vincent resigned his earlier job because of the internal politics and did not want the same issues again. Vincent tough tried in altering Gwen’s job description but knew she won’t be satisfied with that too. John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization.
Denver Department Stores Case Study Colby Lowery, Alan Koepke, Kenneth Lindsey Jr. MGT 824 February 28, 2014 Jeff Cohu Denver Department Stores Case Study Identified Symptoms: • Cut-Throat Environment: unhappy employees, unfriendly environment. ➢ Lack of input by sales personnel. Mr. Cornwall had no clear expectations or goals for employees. • Customer dissatisfaction: Customers felt pressured and harassed. Had to ask repeatedly for help by different sales people.
Change management was not factored in with workers complaining of radical shake – up in the hours worked, without extra pay for disturbance. However the management sought to make some changes but this was after the strike. They felt the change dehumanizing and insensitive considering the poor relationship with the management. On the other hand, the Company didn’t have a contingency plan making them spend a lot of time and resources in restoring the image after the strike. If they had one, they could have taken les time and resources in the prevention of the strike.
Simple Gateway Request for Proposal Key Stakeholders, Challenges and Impacts Simple Gateway Employees and their Customers Challenges faced are multiple documents with no way of knowing which the current working document is. Impacts are employees not knowing the current working document and giving wrong information to customers. Simple Gateway Employees, Supervisors, and HR Staff Challenges faced are multiple documents with no way of knowing which is the current working document and no way of accessing documents from different sites within the organization. Impacts are wasted productivity of employees by having to scan and fax or email documents; then wait for response and confusion between departments on whose is taking off on what dates and others documents used by HR staff. Request Simple Getaways is requesting proposals from qualified organizations to design and implement a system to streamline information flow, processing, and sharing, and to automate and digitize existing paper-based workflow between travel agents and management staff (RFP).
There is an emphasis on factual and numerical reporting on which we make decisions about how our company will be run. This is a seriously flawed method of management in that there is a complete lack of thought to the psychological impact of their decisions and management of the organization. The lack of empathy is palatable in the room during these meetings. My failure to elicit empathy for others and myself in the group creates a huge challenge for me. 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.
Tuscaloosa shuffle: A-The issue is about a shipment having a die with a quality problem involved in the parts. And there is no communications between the managers and the peoples who works in the company. And the behavior of Cook it’s not good at all for his position and he doesn’t have the experience to handle with this position. Employees at Elm were expecting this problem and instead of preparing for it and trying to avoid the losses, they were just waiting till the problem happened then they going to figure it out that’s kind of lazy employees. And also the CEO of Elm he didn’t have the whole information about the problem.
At this time the contract will be re-negotiated. Apparently, Organisation X has expressed their dissatisfaction on a number of previous occasions, but there has been no real improvement. As a result of the poor service and the problems with supply of goods, the manager of Organisation X has strongly suggested that the contract will not be extended and might, in fact, be offered to another organisation. The problems have been traced to your department/ section. One of your team members has been tardy in processing the orders and sending them through to the necessary supply department and when representatives from Organisation X have contacted the team member to confirm orders and delivery times, they have received vague assurances, but the goods ordered have either not arrived on time, or the orders have not been fully made up.
It establishes a fundamental systems and processes for presenting and detecting misconduct, for investigating and disciplining, and for recovery and continuous improvement (Ferrell, Fraedrich, & Ferrell, 2011). The corporate governance did not protect the stakeholders because there was embezzlements from some employees and greed from the executive leadership. There was a lot of turnover at the executive level which made the organization weaken and may not able to carry out its mission. Not having this process in place to detect when there was some unethical acts being taking place has caused a lot of turmoil for this no-profit agency. There was not process in place to follow for recovery for when a mistake was discovered or a problem was reported.