Reflex Systems Case Essay

As a result Dr Brownlow decided he needed to develop his senior staff by sending them on a training course, he chose Brenda Frame and Judith Smythe for this training. Richard believed the problems lie not with his style of management but by the lack of leadership and management by Brenda Frame and Judith Smythe. Brenda and Judith implemented there ideas but Richard and Fred Windows were negative about it saying that it was just a fad as they had been on these courses and knew more about management and leadership and gained nothing from the courses. Brenda who normally would issue instruction as a manager does, turned herself into a leader my taking on board other ideas from her colleagues and creating working parties to make the working of her department run more efficiently and smoothly. She included Richards’s project staff into her working groups but he was unhappy about this even after Brenda protested and Richard adamantly refused to yield on this matter. Also at the start of the year Richard decided to off load several tasks to his three projects team leaders Ian Campbell, Carole Devlin and Joanne Cassidy. Richard only believed that Carole had the necessary experience and commitment to take on the extra work load issued and he did not consult his other staff nor did he explain the job role that it entailed.

This case analysis summarizes the outcomes of the performance, problems, possible solutions and recommendations for Spring Princess based on the results in the Qutopian Market days on the 28th September and 12th October, 2013. Spring Princess made a profit of Q$3,370 by selling out 68 units in total with 1 stock on hand. Spring Princess was the niche player the two competitors which are Thrifty Threads and To Dye For by having a %30.92 of market share.

He also pointed up that good leaders should possess honesty and good ethical behaviour. He argues that leaders should always change their leadership style depending on the situation and employee and that leaders who cannot do this, will eventually fail. He talked about his experience with an unproductive employee Matt. Matt was a very hard working employee, but lately he seem to not care about his job at all; twice he had been late for his shift and once he didn’t show up at all, his level of work performance had also dropped tremendously. After the third occurrence Mr. Sawh was told my his store manager that Matt should be fired, but instead Mr. Sawh called matt into his office, where he tried to get to the bottom of this sudden change in behaviour. Matt was having problems at home and had no on he could talk to so Mr. Sawh set aside time to talk with him to make him feel better, he gave Matt the rest of the day off along with a letter of employee expectations. Since then Matt had been himself again and Mr. Sawh checks in with him regularly incase he needs to talk.

The old crew began to hate the new supervisors. The supervisor’s attitude towards the employees were close monitoring, giving orders, and yelling. This caused stress and frustrations among employees, reducing their job performance. The supervisors made changes from the previous year that resulted in job satisfaction. The supervisors decided when to eat, how they wanted to do the job, and always drove the truck. They didn’t allow employees to talk to each other or to the customers on the job. This negatively affected customer service and customer relations.

In the aspect of leadership style, Tim has autocratic leadership style. After they faced crisis in company, they focus on recovering a business and increasing productivity. He and his mother, Gert, have the same level of authority to manage a business, but he didn’t open mind to listen his mother comment. When he desired to expand market to mass market, Gert didn’t agree with him and felt worried that the company would get an negative effect from big retailer. With his autocratic style, he didn’t explain clearly to his mother why they make this decision. So,this disagreement caused conflict between Tim and

Reflexology is the theory that the human body can be healed from disease or imbalance through pressure to specific points on the hands, feet, and ears (http://www.doubleclickd.com/reflexology.html). This alternative form of healing is doubted by many, although there are studies that support its theory.

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.

Then, we cannot say that Philip Anderson is a bad manager. Indeed, by reading the text, despite the new failure of his team which has not reach the targets fixed for them, this man seems to have a strong character, he used to manage a team. In my opinion, his is just not to the right place. The description of this manager suggests that the man could have built and managed his own enterprise. Indeed, we can read that Philip is “individual”, “enjoys being a manager” and he has a lot of experience in the professional word. Moreover, the man thinks of himself that he is “hard-working and loyal employee”...

Helen Bowers focuses mainly on maximizing company output which involves severe work, rules and behavior. Unfortunately, employees are not agree with Helen’s new conditions and the production of the company is being negatively impacted. Indeed, the elimination of the profit sharing plan and the reduction in pay, for example, decrease employees’ mood. You can’t change a company’s organization as radically as she did because it creates a lot of employee dissatisfactions.

2009 pg 111) It can stifle creativity, be unnecessarily time wasting causing a loss of confidence and moral in the employee or workforce (Roberts, G. 2009) This type of manager can be overly domineering and controlling, creating a more stressful work atmosphere. The positive attributes are that is shows the manager is passionate about the company’s success, is focused and determined with good attention to detail. (Fina, M 2009 111) Managers with little faith in their employees’ abilities instil uncertainty causing the employee to have low expectations of themselves, ‘fearing the worst’ from their manager and overall inhibiting the growth and potential of individual. (Bhote, K. 2003 pg 69)

• Weed out poor managers. Dissatisfied workers dislike poor management. Act quickly to preserve your credibility in the workforce. Remember the law of procrastination. “No matter how long you ignore a problem employee, his or her behaviour will not improve-act now!”

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for

Throughout this case I will attempt to explain old methodology of doing business with your human resources and other staff components has changed. No longer will any organization try to create a compelling vision without its tools, resources, and staff components gainfully employed to obtain the overall goal. One team, one fight if our subordinates fail then we fail as leaders. I will explore relationships between staff sections, developing strategic activities, preventing a fraudulent atmosphere, and improving communications with human resources. Let’s get started by discussing how the King’s Company relations amongst its staff sections.

In Michael’s case, he is an easy going person. He has a low effort and performance of work. He chose this job because he thinks that he doesn’t need to work hard and he will has a lot of free time during day. However, after the change

Bata uses sales management and customer support in the CRM system to gather data about their customer and used to facilitate customer service transactions by making the information needed to resolve the issue or concern readily available to those dealing with the customers. This results in more satisfied customers, a more profitable business and more resources available to the support staff. Furthermore, CRM systems are a great help to the management in deciding on the future course of the company. (Andrew, 2011). In order for Bata to increase their profit they are trying to maximize their customer