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Employee relations case study
Employee relations case study
Introduction to employee relations
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John Clendenin is in dilemma at a very crucial point of his career. Even though he has achieved a good reputation and progress in his career in a brief amount of time at Xerox, he is now faced with two career options which appear lateral in nature. Clendenin's boss, Fred Hewitt has offered him two choices: first, to continue his position as a head of Xerox’s Multinational Development Centre (MDC) but with two year commitment, or shift laterally to staff position on Hewitt’s staff.
Although, Clendenin’s success at Xerox is credited due to his role and work at MDC sector, but the additional two year commitment doesn’t make any justice to Clendenin’s advancement in position at Xerox. For this, he had to deal with sheerness from Hewitt to cut down
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He hired what we call eccentric individuals which can bring some uniqueness and are willing to accept the change and innovation. While the perception of people who were not part of MDC was that group consists of “stray cats and dogs”. But this doesn’t affected Clendenin as he hired those people for “intelligence, readiness to learn new things and an involved nature”. He reinforced his style of working by empowering the team with trust-building, focus on goal setting and highlighting the team as a whole rather an individual.
Looking at the Clendenin’s model of MDC working style, we can see that he tried to negotiate between the team-members and to reconcile their relationships. He was able to produce magnificent results at the company due to the changes he was able to make at the formal and informal level within the organization.
Clendenin found out that MSDC (Multinational Systems Development Center) was not in alignment because of small amount of people were associated with the group and overall had very low influence. Moreover, Clendenin experienced some sensitive issues from his peers, such as clashing of egos between the committee members regarding the money usage for benchmarking. Thus to maintain the relationships, Clendenin worked in the background by listening to each members query and solving it by acting as a
In order to develop a successful organizational and control system for CP, we, MIC, had to
How much in common do you think Lorraine Jenson and John Conlan have? How many differences do you think Lorraine Jenson and John Conlan have? Well you are about to find that out. In the book The Pigman, written by Paul Zindel, there are two characters, Lorraine and John in which i am comparing and contrasting. Even though Lorraine doesn't seem like as though she has alot in common with John they can be alike and different in the littlest things possible, such as in physical appearance, in thier behavior and personality, and in their strengths and weaknesses.Just see for your self.
William Mistretta who took over as CEO after Julius Walls resigned has more experience in diverse management roles in the corporate world. Mistretta had around 25 years’ experience in doing corporate business while Walls only experience came from working in a chocolate company and briefly as a Marketing Director in Greyston Bakery Board of management. According to the text, Julius Walls had established a task-oriented system that worked excellently for the company. Walls had a good understanding of what he wanted from his employees. In addition, he expected them to be accountable for the quality of their actions. This system worked excellently and the corporation may be uncertain how the new CEO will fit in. However, I do not think the fact that the new CEO has more experience should be a concern. If anything, the new CEO, due to his vast experience will likely adopt the system and find ways to make it even better. His vast experience means he has witnessed
...arkland and his management team showed commitment to their new way of thinking, or in other words tone at the top. Third, if the O of MOE were in conflict with the M, management tried to find an applicable solution. For instance, unplugging the Simon Boards would normal lead to an increasing average wait time. However, the wait time decreased to 30 seconds duo to the introducing of a new phone system, which made every one of Affinity’s Plus employees a potential part of the member relations team.
However, due in part to these acquisitions, the Wallace Group faces several problems. The first issue relates to their hiring process and how they choose who to promote. Instead of hiring qualified employees with the proper expertise, they focus more on cutting costs, therefore hiring non-qualified employees. One example of this process is, instead of creating a management development program for training and recruitment of new management, they just promote within. However, they promote technicians to management positions without the proper training, because it's cheaper to do that.
In this case, the main problem is in the intellectual capital problem because the bond and the relationship between the co-workers are weak and only understands the working relationship and working there for a long time. Individual workers have problem in their individual behaviour such as role perception since Aline didn’t know the requirements to fulfill the position in the director post and management style. Excluding for Richard, none of the workers were satisfied and comfortable with their respective jobs and they have no intensity to solve the workplace better to make bond wasn’t significantly
Corning shifted their focus from a domestic and exporting company to a multinational manufacturing company. The lack of specialization and ambiguous leadership imposed by the Houghton family faced the problem of a required organizational structure change. However, changing the corporate structure while imposed by these demands led to an inefficient structure hybrid structure that refuses to give specialized responsibilities to MacAvoy as a Chief Operating Officer, as he has to not only watching over operations globally, but is solely in charge of the North American market, creating an inefficiency with the Chief International Officer.
British Telecom as an organization realized that there is a need to develop skill set and train the internal resources. There were tough calls to be taken on letting- go a few employees. In the past there had been several attempts towards reorganization of the internal structure, hence this time the initiative needed to be all the
She has great insight into the tech industry, ambition shown by her desire to move up, and the case study does not show anything contrary to her having a teamwork-oriented approach. During the second round of interviews, some analysts mentioned that Sonia “knows what she’s talking about and can communicate it clearly” and has “keen insight” (17). There are of course some concerns about her behaviors, but they may be non-starters. First, some are worried about Sonia’s tendency to avoid travel and whether it might detract from the client. Sonia’s behaviors, however, show that she is client oriented despite this. For instance, she has satisfied clients at her current firm, despite not having a staff to support her (13). Similarly, there are concerns about her moving to a large firm (17). However, if Sonia demonstrates the competencies needed to make a transition, it is likely she will move just fine to the larger
Nonetheless, according to the case study in the department performing tasks are highly structured, relationships are extremely poor and a manager is threatening with sanctions even though he almost has no power. Considering the situation Fiedler suggests that a leadership style should be more relationship-oriented. Therefore, a manager with high LCP is needed (Mullins 2010). The company could try to teach Harold to be more people-oriented but managers are unlikely to change and it would be harder to change the situation than to change a manager (Huczynski and Buchanan 2013). On top of that, too much harm has been made by Harold to the relationship with his staff that it could be repaired in a long
As a long term strategy, we recommend James to be made Head of Operations of Controls Asia Pacific in Singapore because he is the best suited person who not only understands the culture and vision of the parent company in the US, but also can transcend that ideology to the Controls Asia-Pacific HQ and the joint venture.
The internal environment at Morgan Stanley was one of teamwork, employee development, dignity and respect. Morgan Stanley had developed a way of building consensus rather that individualism. Rob Parson was thrust into this environment – not sure of what was expected of him and with only one objective in mind – improving the performance of the Capital Markets division. He went about doing this ruthlessly without much care about the organization and its existing practices. While his performance was stellar, he developed a hostile environment around him. On joining there was a tacit agreement with him and his boss that he would be given the position of Managing Director, something that didn’t happen because of his poor inter – personal skills. After two years, he demands the position of Managing Director in return for his stellar performance. It is now up to Gary Stuart, his boss to decide whether to promote him or not. In the pages that follow we take up the role of Gary Stuart and suggest possible solutions to help put an end to this dilemma.
2. Given the difficulty of organizational change, what factors contributed to the success at Domtar? How did Domtar’s management at all levels contribute to reducing resistance to change? What else might they have done?
Do you think strategic management had contributed to the Clorox Company’s success? Why or Why not?
The above essay gives clear idea about the teamwork. There are different types of team in the organization, which is very essential for the business. The theories of belbin (1993), Tuckman and Jensen (1977) shows the nine teams role and five stages of development which are very important for any team building and also in belbin theory there is practical example of the company who used the nine team role and win the award and tuckman theory has been criticed by authors, and the example of teamwork given by Apple Inc. Ceo Steve jobs and Microsoft shows important of teamwork in their organization. Therefore I came to the conclusion that teamwork is a for the organization and very helpful in achieving the task on time.