you see with the case study you are to read it and comment on the statement “the employees and families of Rhino foods are its greatest assets”
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- CASE STUDY Article: Macon, IncAuthor: Harold KerznerMacon was a fifty-year-old company in the business of developing test equipment for the tyre industry.The company had a history of segregated departments with very focused functional line managers. Thecompany had two major technical departments: mechanical engineering and electrical engineering. Bothdepartments reported to a vice president for engineering, whose background was always mechanicalengineering. For this reason, the company focused all projects from a mechanical engineeringperspective. The significance of the test equipment’s electrical control system was often minimized when,in reality, the electrical control systems were what made Macon’s equipment outperform that of thecompetition.Because of the strong autonomy of the departments, internal competition existed. Line managers werefrequently competing with one another rather than focusing on the best interest of Macon. Each wouldhope the other would be the cause for project…CASE STUDY Article: Macon, IncAuthor: Harold KerznerMacon was a fifty-year-old company in the business of developing test equipment for the tyre industry.The company had a history of segregated departments with very focused functional line managers. Thecompany had two major technical departments: mechanical engineering and electrical engineering. Bothdepartments reported to a vice president for engineering, whose background was always mechanicalengineering. For this reason, the company focused all projects from a mechanical engineeringperspective. The significance of the test equipment’s electrical control system was often minimized when,in reality, the electrical control systems were what made Macon’s equipment outperform that of thecompetition.Because of the strong autonomy of the departments, internal competition existed. Line managers werefrequently competing with one another rather than focusing on the best interest of Macon. Each wouldhope the other would be the cause for project…Question 1 - Business With reference to the article above, write an office memo of 400-550 words, discussing the defensive strategy used by Sibanye Stillwater Ltd Case study: Huge job cuts looming for one of South Africa’s biggest employersSibanye Stillwater Ltd. said it might cut more than 2,000 jobs at some gold mining operations in South Africa that are struggling to make a profit. The Johannesburg-based precious metals producer will enter into consultations with labour groups and other stakeholders on the proposed restructuring, which could affect 1,959 employees and 465 contractors at its Beatrix 4 shaft and Kloof 1 plant. The operations aren’t profitable as they are running out of commercially viable ore, and they face rising costs and lower output levels, Sibanye said in a statement. “To allow shafts and operating plants that are no longer sustainable to continue operating at a loss will threaten the remaining life of mine of the other South African gold operations,” said…
- Case Study Question COMPETITION AT FAIS — QUESTIONABLE TEAM PERFORMANCE Michael Filantino, the HR manager of Financial Advisory and Investment Services (FAIS), returned to his office tired after a day-long discussion with the VP of human resources and the head of the project operation. The extended meeting addressed an incident that had taken place in an off-shore project team at a client in Cayman. The company’s reputation was badly damaged by the incident and urgent measures were required to save the project team. Filantino believed the project team members possessed substantial individual technical expertise, but lacked the skills to perform together successfully. Filantino wanted to identify the mistakes made and enact processes and procesures to prevent future incidents of this nature.CASE STUDY 1: A STORY OF A YOUNG GRADUATE Fadili, a young graduate from a local university had been hired as an independent contract engineer for a division that needed a short-term structural analysis confirmation. The division needed an independent confirmation to obtain financial support from the headquarters in order to continue a project. After performing his duty, Fadili discovered that there were some structural deficiencies in the project proposed by the division. Fadili reported the problem to Anum, the headquarters’ project controller. She realized that no confirmation would be given because the project did not meet the company’s standards. Encik Aman, the project manager of the division was very upset when he heard the news. He was so confident that the project would generate high profits for the organization. He called Anum, who was also his niece, to discuss the matter. He asked Anum to revise and change some of the information reported by Fadili. He believed that…Internal control improvementsCP underwent a major restructuring of its financial control teams via the recruitment of seasoned professionals. They took on roles in identifying, reporting and managing the Group’s treasury activities and financial risks.Accounting firm PricewaterhouseCoopers (PwC) was engaged to review CP’s financial risk management and company-level corporate controls. Following recommendations from PwC, the Group Internal Audit expanded its scope of risk-based internal audit services provided to the Audit Committee. Additionally, CP appointed a consulting firm to conduct a thorough study and assessment of CP’s finance function.CP also updated its terms of reference (TOR) of the audit committee. The updated TOR expanded the committee’s oversight function to include the duty to discuss with management the company’s internal control systems and the responsibility to ensure that management has taken the internal control measures into consideration when implementing…
- Internal control improvementsCP underwent a major restructuring of its financial control teams via the recruitment of seasoned professionals. They took on roles in identifying, reporting and managing the Group’s treasury activities and financial risks.Accounting firm PricewaterhouseCoopers (PwC) was engaged to review CP’s financial risk management and company-level corporate controls. Following recommendations from PwC, the Group Internal Audit expanded its scope of risk-based internal audit services provided to the Audit Committee. Additionally, CP appointed a consulting firm to conduct a thorough study and assessment of CP’s finance function.CP also updated its terms of reference (TOR) of the audit committee. The updated TOR expanded the committee’s oversight function to include the duty to discuss with management the company’s internal control systems and the responsibility to ensure that management has taken the internal control measures into consideration when implementing…Case Study: Transform a Procurement Organization Article Posted date March 1, 2015 Investco's purchasing demands were growing faster than their procurement capabilities could handle-the process was at a breaking point.. Industries: Helping clients meet their business challenges Despite a time of economic instability with headlines depicting a grim global economy plagued with debt crises, financial volatility, and lower commodity prices, Investco hascontinued to sustain its competitive advantage in hedge fund management. Similar investment companies recorded portfolio losses, while Investco experienced unprecedented growth, expanding its client roster, maintaining and improving historical returns, and substantially increasing the number of its personnel during this period. Although Investco retained a competitive advantage, the company was growing organically faster than internal processes could adapt to scale and new demands. This growth challenge was exacerbated by the current…Strategic Human Resource Management EMBA-HRM 817 In Class Case Study In the past, the decision criteria for mergers and acquisitions were typically based on considerations such as the strategic fit of the merged organizations, financial criteria, and operational criteria. Mergers and acquisitions were often conducted without much regard for the human resource issues that would be faced when the organizations were joined. As a result, several undesirable effects on the organizations’ human resources commonly occurred. Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent occurrence. Examples of mergers among some of the largest companies include the following: Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin, Boeing and McDonnell Douglas, SBC and Pacific Telesis, America Online and Time Warner, Burlington Northern and Santa Fe, Union Pacific and Southern Pacific, Daimler-Benz and Chrysler, Ford and…
- Strategic Human Resource Management EMBA-HRM 817 In Class Case Study In the past, the decision criteria for mergers and acquisitions were typically based on considerations such as the strategic fit of the merged organizations, financial criteria, and operational criteria. Mergers and acquisitions were often conducted without much regard for the human resource issues that would be faced when the organizations were joined. As a result, several undesirable effects on the organizations’ human resources commonly occurred. Nonetheless, competitive conditions favor mergers and acquisitions and they remain a frequent occurrence. Examples of mergers among some of the largest companies include the following: Honeywell and Allied Signal, British Petroleum and Amoco, Exxon and Mobil, Lockheed and Martin, Boeing and McDonnell Douglas, SBC and Pacific Telesis, America Online and Time Warner, Burlington Northern and Santa Fe, Union Pacific and Southern Pacific, Daimler-Benz and Chrysler, Ford and…CASE STUDYGCTU management realized that a newly designed performance managementsystem for their support staff would require a formal training program. Designing andimplementing the new performance management system was a challenge for theorganization; the last system was unpopular with employees, and negative feelingsabout the value of performance management linger.Some of the issues identified with the previous performance management systemincluded: Annual deadlines to complete the process were missed by many staffmembers. Some staff members were confused about what exactly needed to becompleted and when. There were complaints that the previous system was a “waste of time” andthat there were no measurable outputs. A trade union representative for the staff members felt the system was notappropriate for all staff members. Criteria on the forms were irrelevant to staff members. There was little attention on identifying training needs, and where needs hadbeen identified, there was…Q2. (a) Explain the implications of organizational development for the client? (b) Explain the nature of the consultant’s expertise? Question-3 What kind of issues can arise in consultant-client relationships in OD? What should be done to manage these relations appropriately?