In April 2010, KK BB, the CEO of Marshall & Gordon, a leading public relations firm met with the firm’s leadership committee off-site in Miami. This off-site brought together Marshall & Gordon’s executive committee, practice and regional heads, and senior HR officers to discuss on redesigning the firm’s compensation system. A global advisory taskforce, under the direction of an external consulting firm, had spent three months collecting and analyzing data. Marshall & Gordon hired external specialists to design the new performance management program. The specialists proposed that the senior managers and human resource form a global advisory unit together with Marshall & Gordon partner to represent the firm’s five regions of the firm and lead the design process. The advisory unit surveyed all consultants in February in order to understand their way of thinking about the fairness, worth, and effect of the current performance management system. Majority of the interviewees responded to the corporate surveys implying that the subject was topic was especially exciting to them. Interviews gave insights on present and prospective business plans and direction. The survey also showed that specific focus across certain employee populations should be given. Six current hires from key competitors were also interviewed to comprehend competitor pay practices and compensation program structures. Further focus groups discussions and key information interviews enabled the taskforce’s to understand the needs of certain groups within Marshall & Gordon’s worker population. The survey culminated with the taskforce conducting interviews of 20 partners and principals togeth...
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...king for to advance their interests whilst ignoring values. The model depicts that domination can be inherent to how we organize human behavior. The fact that domination is class based implies that the dominant elites have a tendency to centralize and direct their personal interests, and that administration and government policies maintain and serve the interests of socially dominant elites. Morgan’s metaphor which states that organizations are transformative and can adapt to change is the most applicable to the opening of a new hotel and luxury apartments by the Ritz-Carlton company. The company was set to start a new operation in Washington D.C. Managers had to think about the market, the environment and other relevant issues. This is important because the new hotel and apartments had to be tailored to adapt and transform to meet the needs of the clients.
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