Accounting

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Management Case study – Haymans Electrical Capalaba by Dr. Patrick Gillett Southern Cross Business School The following case reflects a real-life management scenario(方案). The case details are based upon personal interviews conducted in January 2012 with members of the organisation and observations (i.e. field notes) taken during on-site visits. Company Profile Haymans Electrical is a subsidiary(子公司) of Metal Manufactures Limited (MML), a privately registered multinational corporation based in the Unit States. At the start of 2012 the organisation has 232 distribution outlets scattered(分散的销售点) throughout Australia. Recognised as a major operator in the electrical merchandising sector(电器销售部门), Haymans service a range of…show more content…
From the warehouse Tim passed into the sales area which consisted of a showroom floor and customer service counter. Behind the counter, obscured(掩盖) slightly by a product display stand, was the entrance to his ‘door-less’ office. ‘Doors create a divide between management and the staff they are responsible for,’ his management mentor ‘Barnaby’ had once told him many years ago. By itself, removing the office door on his first day as manager had the potential to be seen simply as an empty symbolic gesture(象征姿态). However Tim had backed-up(应急) this action by always making himself available to his staff, whether it involved a problem at work or at home. Tim’s ultimate objective was to achieve a ‘team’ approach to all facets(面状) of the business. ‘We are more than the sum of our individual contributions,’ he would often recite(背诵) at the beginning of their monthly staff meetings. ‘Collectively we are able to achieve so much more than we could as a group of individuals.’ Sliding(滑动) behind his desk, Tim flicked(轻弹) the computer on and proceeded(开始) to print out copies of the main business reports for review. This included the sales for his top 10 customers from the previous day and the margins on each product. Such reports were an important method for monitoring and controlling the 2011-2012 business sales strategy. Given that his top 10 customers accounted for 60% of all sales, any fluctuation in their spending
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