Business Management Case Study Essay

Another big part of her job is training of managers. She said that she is constantly making phone calls to managers around the country working on their skills. “Role playing,” is the term Jaime used to describe what she does with store managers. She said that far too often managers are placed in situations where they are unsure how to handle in a way that the Buckle Corporation would want them to. By presenting managers with situation and asking them “how would you handle this?” it keeps the managerial teams proactive. She also mentioned that twice a year, all managers are asked to please come to Kearney for a formal evaluation and training weekend called “manager meetings.” This gives the generalists a chance to meet everyone face to face and get a feel for what they are actually like as a manager, rather than continuously having phone conversations. I did ask if is difficult not being able to evaluate the managers in person and see how things are run. She assured me that the steps they take to talk with employees and managers on the phone are a big help. At manager meetings, individuals are graded on how they interact with others, how they respond to situations and tough questions, and how they present themselves. This give the Buckle human resource team insight as to how they are running

In this case study, first year third grade teacher, Maggie Lindberg, is having trouble controlling her class. The children are well-behaved during their art period. However, when Ms. Lindberg is in charge, they are highly uncontrollable. They talk when they are not supposed to talk and they don’t listen to anything that Maggie says. There’s supposed to be a nature walk/field trip and Ms. Lindberg’s class has yet to complete the task.

He flies to several Costco’s around the country daily functioning himself as the man in charge, making sure all store managers are in accordance to his view on how his stores should be operated. He is also looking out for his employees through increased wages and benefits. He believes by being a lowest-cost producer along with highest wages, Costco will have better productivity over its competitors.

Johnny, a professor at the University who recently returned from a sabbatical from working a year at Unico. This plant was the story plot in the previous novel by Goldratt entitled “The Goal”. He introduces the concept of Theory of Constraints otherwise known as TOC. He states that TOC is new management

1. What is meant by the globalization of human capital? Is this inevitable as firms increase their global operations?

The objective of this report was to analyze Vivint-Smart Home Solutions’ performance in terms of organisational culture, management and leadership styles and motivation and how organizations have been affected by them. In this report, we identified that Vivint has an association of Hierarchy and Market organisational culture, relationship-oriented and task-oriented leadership styles and servant leadership style. Moreover, it demonstrated that Vivint has intrinsic and extrinsic rewards. These resulted in successful and unsuccessful practices of Vivint based on the Undercover Boss TV series based on three aspects which have been mentioned above. In addition, this report critiqued the Undercover Boss method for discovering the problems within an organisation and recommended other processes for uncovering issues. The results showed that organisational culture, management and leadership styles as well as motivation played significant roles in Vivint’s performance. Recommendations have been made to improve the unsuccessful practices of Vivint such as training managers to be empathic problem solver, examining and updating the working condition regularly, bonus for employees who give feedback voluntarily on management processes and offering fund to employees who are in need of support.

▪Jennings asks too much of his employees sometimes. He will ask them to do things that are not in their job descriptions; such as get him coffee and pick up his dry cleaning.

He challenges the employees and encourages them and creates a dynamic environment which motivates them to always work hard. (Dreamforce 2012) He believes to never second guess the person he delegate and the importance of the freedom to make mistakes. He wants to motivate them to be entrepreneurial and ready for their next venture.

Mr. Hugh Tudor (55 yrs) is a well-known person in Milville, where he has been living for 30 years. He is involved in lot of social activities and has a reasonable pension and savings. He is becoming restless in his retirement and shows interest in investing in The Leeds Livery, local British pub in Milville, which could provide him with more challenges. While discussing this matter with his friend, he found out that the pub has great potential to perform well as it once exceeded the profit percentage of the industry. Mr. Tudor is in the process of exploring this opportunity but still has several questions rising in his mind.

If you are busy with too much work, the quality of your work will lessen, you get stressed out and you will have less time with your family. He encourages everyone to learn to say no and prioritize at work. You have to learn to discern which are essential from the nonessential. Greg McKeown tells employees to learn to take back control of your own careers. Stand your ground and only choose the tasks where you can be sure to give it your best.

See Chapter 3 - Equal Employment Opportunity and Human Resources Management: Case Study 2: Misplaced Affections: Discharge for Sexual Harassment

Chuck has been working to improve his time management, and reduce his tendency to allow customer calls and people dropping into his office looking for assistance to pull him away from tasks. I have seen marked improvement this year, but I would like to see chuck continue to work on this area in the coming year. Chuck Needs to learn to complete a task before taking on another, and to delegate and assign tasks to his team members, with deadlines, then following up with the person he has delegated to make sure they are on track, this will help him become a better leader in the future.

Jay is the head of the tire recycling equipment plant. He has obtained a dual graduate degree in organizational behavior and marketing. In addition, he has six years of management experience. With just a month in

some measures he has taken which shows his managerial skills, he holds a weekly meeting which bonds workers together as a group, but he doesn't have an agenda in the second half of the meeting, thus his department was unable to understand what they want to accomplish as an organization. Frank was able to have good working relations with one of his peers, and so he was able to get some cooperation from applications department, he also motivated and helped Sharon overcome the stress she was facing, but at the same time he was unable to convince his boss to hire new staff for his department.

Staffing: Jim’s responsibility as Human Resource Manager is to take action in regards to hiring and firing as directed by Mike. He manages the simple steps such as drug testing, background checks, and the basic interview process.