This created confusion of reporting responsibilities, political tension, and reluctance to take responsibility and action. To address the main problem Erik Peterson is inexperienced and this shows in his incapacity to handle various situations in the case. He lacks the support of the upper management (Jenkins and Hardy), and does not reach out for help among his peers( Green,Cantor) He also has to face insubordination,Curt Andrew being the prime accused in this case. He also faces the Turn on Deadline 1) Lack of communication from frontline workers to Curt Andrews (and thus Erik) in providing tower building status, updates, or needs. Erik seems hampered at quickly knowing exactly where the 21 towers stand.
If Carl does nothing, he will lose the new trainees, and he could lose his job, this also will cost the company time and money. The current key problems are that Carl Robins had inadequate training as a recruitment manager. Therefore, he could not fulfill his duties adequately for the company. Another key problem is that there seems to be no human resources department to oversee the hiring process of the new employees. Because of the fact is that when Carl went and check on the status of the trainee’s paperwork, and mandatory drug screening; almost none of them had not been completed.
Data Computer does not effectively plan for its human resources needs. There are no forecasts, and succession planning. The transfer policy of taking the best from each office appears to be detrimental; little attention is paid to matching transferees to where they will be satisfied. 3. In Seattle, no systematic hiring process was used.
CanGo lacks a strategic plan including a mission and vision statement; 2.) Warren lacks necessary leadership skills; 3.) Project goals are vague; 4.) Nick lacks the organizational skills necessary to complete his tasks; 5.) The company is unprepared for the upcoming busy season; and 6.)
The company had Kelly Richards in place as a human resources employee, yet she did not have the proper preparation to perform the task of a human resource employee. She was not certified nor did she have any training in the proper areas of human resources. Brussels and Bradshaw faced a structural challenge as well, since Kelly did not have any authority to enforce behavioral change, she could not implement any modifications to assist in how the employees were treated. (Hitt, Miller, Colella, 2011, p 283). Unfortunately, she additionally failed to comply with the tasks that fell within her responsibilities.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
Eric Peterson Case Overview This is a case about a manager who does his job competently, but is in trouble and doesn’t know it. The problem is, he has neglected managing his bosses. Situation • Since Peterson had no experience in the field, second-guessing of his decisions was to be expected, especially when there were problems • Peterson’s boss also has no expertise in the relevant areas, and is relatively disengaged in thinking through the big issues. Disengaged boss is very dangerous situation. • Multiple management challenges among subordinates, all of which Peterson was handling well, but which required some decisions that required local knowledge to understand why they were good (e.g., moving Stevana in charge of construction) • Little contact with superiors/headquarters since taking job • Early on, Peterson antagonized some higher-ups (e.g., Cantor & Green) • A review from on high will come in two weeks What Peterson Should Have Done • Found ways to educate Hardy on the operation and engage him in decisions.
The primary problem of Christine and her other team members is the social loafing of the team member Mike. He is clearly missing most of the meeting nor completing the assignments fully. His personal obstacles are definitely unproductive to the team. In the group meetings, Christine is discussing his designated sections of the project. A secondary problem with the team is there appear to be no clearly defined guidelines or expectations for the group.
They didn’t want to change the way they work and most of all they don’t want to be led by someone who is so young and inexperienced. Oliviera was very qualified but that was not enough in such a challenging environment. When the employees were not doing the work assigned to them, he was not able to cajole, convince, or charm them into changing their behavior which signaled that they could get away with more of it. He was not assertive and clear with people when their performance didn’t meet the standards. Moreover, he was not able to motivate the employees.
This seldom happens as there is a perception that by helping John, he may be next in line for an executive promotion. As for the procurement function, the project manager is forced into assuming the responsibility and spends a significant amount of time in tracking down raw materials. The site superintendents believe that they should function as true project managers; are very unhappy for not being involved in the procurement function and hence are not supportive of the project managers. From the above, it is quite clear that roles and responsibilities across the organization are not clearly defined. There is no structure in the organizations’ chain of command.