Sas Case Study

University of Queensland ORGANISATIONAL BEHAVIOUR Course Code: MGTS 1601 Employee Resistance to Change Student Name: Yuanli Zhang (Phil) Student Number: 43401163 Course Tutor: Marissa Edwards Yuanli Zhang 43401163 Table of Content Introduction ------------------------------------------------------------------------ 2 Description of Problem ----------------------------------------------------------- 2 Propose Intervention ---------------------------------------------------------------4 Conclusion -------------------------------------------------------------------------- 7 1|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Contemporary business dynamics are pressuring

Successful firms capitalize on economies of scale & scope, create management structures and invest in research & development

With an increase in business, the firm recruited widely. The firm, which had employed 2,000 people in 1982, tripled to 6,000 people by 1987.” Due to excessive focus on generating revenues, one insider put it as, “competing fiefdoms replaced interconnected businesses.” and “Making money was mostly what mattered.”

The main purpose of the Integrative Learning Project (ILP) is to introduce an authentic or fabricated company/industry to research. The company’s organizational setting includes the mission statement of the company, who the internal/external customers are, what aspects can

Abstract: This paper discusses common problems that managers often face when dealing with employees, as well as the the solutions that the manager(s) attempt to utilize to solve theese problems. This paper discusses the authors in depth Interview with the manager (Brandon Skwirsk) of a local footlocker store. This paper explores the managerial problems Brandon faces on a regular basis with his employees. This paper lists and explains in details the problems and ways Brandon handles problems related to employee recruitment, motivation, training, employee attitudes, feedback, incentives, and managing conflict between employees with employees, and

Many other systems enforced by high executives signaled to employees that money was at the top of the company’s values. CFO Andrew Fastow was especially focused on profits, a value likely directly gained from executive Jeff Skillings (whom Fastow idolized), and subsequently passed this value down to his employees. Because of the ideology that “money is the only thing that motivates people,” Fastow created hundreds of special companies, referred to as LJM, to make Enron’s debts disappear and Fastow subsequently secured

A service company that was contracted by Air Jamaica to handle baggage and cargo for the airline, the owners of this company were transactional, they didn’t believe in empowering workers, as a matter of fact they made it quite clear that it as there way or the high way, and they would regularly fire whole shifts and teams of workers, to get rid of one trouble maker, the message became clearly emblazoned in my mind do not rock the boat, don’t speak out in meetings especially when they ask for your opinion.

SAS is a recognized company that creates business analyst software for all types of businesses. The acronym SAS stands for “statistical analysis system.” It was created at North Carolina State University as a project to analyze agricultural research. SAS’s founder decided to transform this research project into a viable company of its own, where he could provide business consulting services to large and small businesses alike. Shortly after becoming a company they were able to run software applications across all platforms of the business by using multivendor architecture for which it is known today for. SAS’s internal culture has remained the same since it first started, which has made them successful enough to spread

SAS Institute of Cary, North Carolina is an organization that fosters innovation, employee loyalty, and customer satisfaction. Over the past three decades, SAS Institute became the largest private software developer and enjoys a history of continued growth in every year of its existence. The success of SAS Institute is a result of its primary resource—its creative capital—which is entrenched in the company through its culture, Human Resource practices, communication, and employee motivation.

LifeStat, developed by SaskTel, is a device that serves the purpose of fulfilling the communication gap between patients and their caregivers. It allows SaskTel’s clients to examine their own blood pressure, glucose levels, and heart rate levels without having to physically go to the hospital. The information gathered by the client is then transmitted to SaskTel’s data center where a professional caregiver or physician is able to monitor the client’s personal health at anytime of the day. SaskTel’s executive committee recently approved a proposal to launch LifeStat into the Canadian healthcare market place. Pat Tulloch, senior director of marketing for SaskTel, was given the task

He (2001: ) further mentions that “it is the people who work in the business that really count. Treating employees badly...will inevitably come to haunt us in the long run”.

Employers are considered to be apart of upper class and are owners of business organizations and corporations (C.E.O.’s) and managers, while employees who are hired as clerks, associates, clerical and auxiliary staff, often times at entry level positions are working towards a pay increase and a promotion to become a part of the elite. There is often conflict between those who are presumed to have power and those who do not. Those without power, employees at times feel victimize, as if they will never achieve success because employers have set up the system for the rich to get richer and the poor to remain in the gutters, as a result they may exhibit signs of resentment which contributes to the conflict.

While researching this topic, so many things were found to be eye opening. One in which is the way that Wal-Mart conducted themselves when they had to manage their employees. How they dealt with promoting them and demoting them. Last year Wal-Mart started a new management style and wanted to promote more family time and create a less workload on each of the managers and employees. Therefore, they changed the schedule to becoming 3 days on and 3 days off which created more room for managers to fall into the field. Managers would be thrown into the position of an area of the store they knew nothing about and expected to understand each thing and help customers find exactly what they

AN INTERVIEW WITH TOM CHAPMAN 92602 RAVI VENKATESAN STRATEGIC SOURC1NG: TO MAKE OR NOT TO MAKE 92610 AMAR BHIDE BOOTSTRAP FINANCE: THE ART OF START-UPS 92601 WILLIAM G. PAGONIS THE WORK OF THE LEADER 92607 LAWRENCE R. ROTHSTEIN HBR CASE STUDY THE CASE OF THE TEMPERAMENTAL TALENT 92608 DAVID H. FREEDMAN IN QUESTION IS MANAGEMENT STILL

Jefferies was successful in his pursuit and as a result, his exclusionary sentiment permeated the workplace culture of the organization at every level; from the sprawling 300-acre headquarters in the woods of Ohio to each individual retail outlet. At the heart of this culture was the “Looks Policy”, an unforgiving guide to how employees should present themselves at work. This policy governed every aspect of an employee’s appearance from the number of times they rolled the cuffs of their jeans to the tone of their skin, which was preferably ‘sun kissed’. Not only did this policy contribute to a negative work environment where employees felt they were constantly being evaluated on the basis of their physical attributes alone, but it also led to human rights violations wherein job applicants were denied employment on the basis of their race and/or religion. In a 2004 class action lawsuit filed against the retail giant, several thousands of former A&F employees alleged the company discriminated against African-Americans, Latinos, and Asian Americans in its hiring practices as well as its advertisements. The claimants also purported that non-white employees were frequently relegated to the back-of-store tasks where they would not be visible to store patrons. A&F settled the lawsuit out of