With watching the video, Alan was dreading the “employee’s evaluation from the very beginning, this was something he did not like doing. The case with Gretchen, he seemed to me to be in the attack mode. He was prejudging her as to why she was not turning the work out faster. As our text explains, “When we prejudge others’ communication, we sacrifice learning information and new perspectives that might enlarge our thinking (Van Styke, 1999). I believe Alan thought she was probably just being slack, in reality Gretchen was taking her time and getting the jobs done with high standards.
1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. Although HMSI have good HR policies taking place, management failed to implement such HR polices creating a breakdown of industrial relations at HMSI. There were several incidents, according to the case study, that created a gap between workers and management such as the gift that employees rejected and was later directly transferred to their bank accounts. Management’s implementation of the movement sheet and strict leave policy, denying leaves even for some serious and emergency situation, as well favoritism and constant threat of termination when requesting shift changes contributed to the collapse of industrial relations.
According to his colleagues, he makes unprofessional comments and gestures that make it hard for everyone to work with him. His leadership style contradicts the hospital’s mission statement, which emphasizes on cooperation and respect. In a long-term perspective, the hospital should not renew Dr. Ventura’s contract. His inappropriate behaviors will lead to a high turnover rate within
Issues in the case Through the case I was able to identify several issue between business and information technology. First being poor communication between the two. This problem was immediately made clear. On page 78 there was a good example of this when Paul Gutierez talks to Jenny about how the new technology meeting went. The IT team had the business team so confused during the meeting that they eventually just tuned out and IT never actually got to talking about how the new technology could be used for marketing and why it was a good idea.
rvice RequestDetermination of Requirements The proposed solution for SR-pf-001 must “An evaluation for the development of a patient management system for the tracking of patient check-in, appointments and surgery.” It is the hopes of the organization that the proposed solution would fulfill the hopes of the organization which are, “We would like a more unified patient experience.” (Cite) The user needs of this request are clearly stated as a patient management system that can track a patient’s progress through the system, tracking patient activity, focusing primarily on appointment scheduling, check-ins and surgical experiences. With this understood, we began a needs assessment which would determine what the user requirements would be for a solution system. The primary goal of most systems is to supply whatever tools and information the user of that system will need. The problem presented by Patton-Fuller Community Hospital’s service request (SR-pf-001), stated that the hospital needed a way to track patient activity, to create a more unified patient experience through an enhanced information management system. To determine user needs we first gathered information through: User feedback generated through user interviews and questionnaires.
They did not follow the proper procedures for the offense when terminating some employees. Management also disregarded the Merit Rule for dismissal supported by just cause. Before DelDOT management took the actions that they did with all employees involved, they should have consulted with their human resources department. Human resources should have told the managers the proper way to proceed with the disciplinary actions to all involved. They could have explained to the managers that immediate termination is not the proper form of discipline for the offenses mentioned.
The initial action Ms Reihana should take concerning her interview with Mr. Michaels is to postpone the interview. Firstly, Mr. Michaels will not be in the correct frame of mind to hear any negatives she has to say as he is already angry at the delay. On the other hand Ms Reihana will be flustered and annoyed at the recent events and the fact she has to rush from one place to the other. Delaying the interview will also allow her to prepare properly for an interview where performance concerns need to be raised. Ms Reihana must thoroughly investigate the complaints made by fellow employees and also seek Mr. Michael’s side of the story with an impartial point of view.
When is it going to be enough? These are just some of the troubling matters that make my job very stressful. Employees look at me as evil. Why do you continue to change the rules and regulations the employees ask? I never really thought much about HR departments until after the article "WHY I HATE HR" but its starting to make sense.
Unfortunately, his believe was not supported by the others in the office. On the same time, Suzanne Clammer who was the executive director and also head of the office agree between both sides of view. She explained that she prefer the traditional ways to operate her organization which brought reorganization to their customers; unfortunately office automation was inevitable due to today’s competitive worlds. 1.2 Issues in the case Based on the case study, we found that a few issues occurred in the organisation. The first issue is conflict among the employees due to the organisation change.
Case Study 4.1 Diana’s disappointment: The promotion stumbling block Question 1 These are the various factors that I believe led to Diana not being promoted: · Self –awareness: When Diana had not been promoted the first time, she was told by her supervisor that she needed to work on her people skills. During another visit from her supervisor, it was suggested that Diana try to be friendlier and become more approachable to the employees. At that point, Diana should have realized that this is a weakness for her and that her lack of people skills might be the cause of the high turnover in staff she has been experiencing. Since Diana did not take her supervisor’s advice, it would appear to her superiors that she has no intention of changing from her current style of managing; this would cause some concern as Diana would be training new managers. With Diana’s history of poor people skills and large turnover in staff at her own restaurant, her superiors would not want Diana in charge of training the new managers.