Carl assured Monica that it would all be completed on time for orientation to begin on June 15. Carl waited till after Memorial Day to check on all of the information to start the new hires orientation on June 15. Carl found that the new hires had not completed all the application process, some were missing transcripts, none of the mandatory drug screens were scheduled, and the training room is not available until after the month of June. When he found the Orientation Manuals he was only able to locate 3 and they all had missing pages in them. Problems Carl Robins was lacking the knowledge and experience for the process and procedures of recruiting new hires.
I would have some difficulty ordering the parts possibly which could delay the repair but it would eventually get fixed and possibly much cheaper than calling a repair man. Conclusion: Using the creative process enabled me to isolate the problem and develop two possible solutions. After discussing the solutions with my wife we agreed that calling a repair man was the best decision because time is more important than the possibility of saving a few dollars. By using the creative process I have opened my mind to numerous ideas and developed two viable solutions. If I did not used the creative process, I may have overlooked the obvious problem and just replaced the refridgerator which would cost me lots of money.
Week 6 Team Video Analysis Report BUSN460-Senior Project Team C- Charles Group Consulting June 12, 2011 Issue 1 Performance Evaluation The performance evaluation did not provide a foundation for the growth, development, and promotion of the individual. The manager's communication is not open to their employee's performance standard and expectations. Poor performance was not resolved or addressed to take action to avoid performance problems before they occur. The sign of a successful performance evaluation is an employee who leaves feeling motivated for all the right reasons and for fulfilling their job satisfaction needs, which in CanGo this was not the case. Employees are also only receiving a performance evaluation once a year and
This statement and others made by Elizabeth during this conversation implies she is not equipped to handle the company growth. Issue 2: Untrained Employees. This week’s videos and exercises show one employee in particular who is lacking in organizational skills. Nick was tasked with implementing CanGo’s plan for online gaming, but is having trouble. Nick has no organization
But after a few days the manager never did anything. So she decided to sit down with him to clear up the issue. She told him that Sarah needs help with the bills, what do you think about helping her out? The man said okay ( meaning that he’ll think about it). Tannen explains here that this is a breakdown
Reichart is the assigned project manager for a computer program. Functional managers are charging direct labor time to his project but actually working on their own project with no relation to the Trophy project. This caused over cost in budget. When Reichart complained of this and tried to get support from upper management/corporate they told him not to poke his nose in the functional manager’s business. As time went on so did the project
3. Kelly assumes that his team does not have the time to work on this project based on a two-year old workload analysis, but members of his team are communicating otherwise. 4. Kelly assumes that Pat is not allowed to speak to anyone in his department, but him, and gets upset when Pat goes “behind his back” and speaks to one of his employees. 5.
A kiss that holds no strong feelings, it is just a habit. He does not seem to want to think about work at all, as we can tell by the statement, “You have two weeks.” He only has two weeks to enjoy before he has to go back to work, then he has “fifteen more years,” indicating he does not plan to retire from his job for more than another decade. Then, Digger’s discontent with his job
New employees did not have the required forms completed and their transcripts were not on file. None of new employees had been to the doctor’s office for the mandatory drug screening, and he was missing 12 orientation manuals. He also discovered that the training room was booked until the end of June. Based on the information presented in the case study, one must conclude that there are quite a few root-cause aspects that may have been a contributing factor in this incident. These root causes are Carl Robins and ABC, Inc. Carl may have exaggerated his qualifications prior to hiring.
First, the patient financial services staff (PFS) did not have access to real-time information in regards to key financial and operational indicators such as A/R days and cash collections. Managers and staff had to wait until the end of the month which hindered them in tracking progress and making important decisions. Second, the hospital’s accounting system did not allow managers to isolate and analyze select data or generate reports on demand to the level of detail required. Third, in addition to PFS staff, the central business office (CBO) staff also suffered from a lack of real-time information. The CBO was only able to enter accounts when they were assigned with an outstanding balance.