Good Afternoon(Case Study 102)

8/3/2019 Good Afternoon(Case Study 102)

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CASE STUDY 102


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COMPANY NAME:

ACME MEDICAL COMPANY,

INCORPORATED

NATURE:

A GROUP OF HEALTHINSURANCE ORGANIZATION


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MANAGER( CARLOS RAZON ) VS ASSISTANTMANAGER ( BEN REDOBLE )

CONFLICT

CARLOS RAZON BEN REDOBLE

WORKS AT Acme for 24 years as a clerical

assistant and had risen to his position.

Increase employees under his

supervision

A psychology graduate worked as new

assistant manager of Carlos Razon and

supervises 40 female employees in the

office.

Duties: checking of time cards of the

office records each morning andsupervises everything under his

responsibilities. He also did special

statistical studies of the request of the

Comptrollers office or Carlos Razon

himself .


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High turnover of employees, which averaged

about 48% yearly. Apathy (lack of interest) of women

( employees ) towards their work.


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Bens suggestion rejected by Carlos.

Bens assistance to the sick employee once

Carlos was out of office. The Comptrollers request to Ben regarding

the proposed system.

The arguing discussions in the office byB

enand Carlos.


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Ben Redobles resignation


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An office manager will perform various specific duties in theirprofessional role. In many businesses, an office manager isthe individual who is responsible for hiring and firing the staff.

One who is an office manager may need to order supplies for

the company which they work for in their role as officemanager.

Frequently the office manager is also responsible forperforming payroll duties for the business.

One who works as an office manager may also need toperform accounting duties for the entire business.

One who has the job of an office manager may also beresponsible for performing clerical duties on a daily basis.

An office manager is often responsible for listening tocomplaints as well.


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Clerical duties

Non-clerical duties

Typing duties

Creation and maintenance of database

Client relations Administrative duties

Liaison role


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This case addresses directly to manpowermanagement which includes not only personalorganization and administration but the handlingof line employees by their supervisors. In here,the central problem is the Human resourceinefficiency which is illustrated by Ben Redoblesexperience with his immediate supervisor, Carlosand the high turnover rate of employees leaving

the company. How will the management relatethese problems? What are the possible solutionswith these conflicting issues?


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To identify the main issue in the case.

To enumerate and choose the most applicable

alternative decision that will purposefully helpthe company.

To be able to identify the duties of the

manager and the assistant manager to be able

to carefully evaluate the case.


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48%

52%Rate of employee

turnover

% of employees retained


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High turnover often means that employees areunhappy with the work or compensation, but it

can also indicate unsafe or unhealthy conditions.

That too few employees give satisfactoryperformance (due to unrealistic expectations or

poor candidate screening).

The lack of career opportunities and challenges,

dissatisfaction with the job-scope or conflict with

the management have been cited as predictors

of high turnover.


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FINANCE

Allocate budget for training employees for

management development that tend to beuseful in the organization.


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Provision of financial incentives for employeessuch as:

Extra payment for time worked (holidays. Etc.)

Payment for time not worked (sick leave,etc.)

Payment for employee security

Non-production awards and bonuses.


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Prevention of high employee turnover through

providing a stimulating workplace environment

which posters happy, motivated and empoweredindividuals to lower employee turnover and

absentee rates.

Voluntary separation or resignation shouldproceed according to established personal

procedures. The Personnel Director with his

assistants should conduct exit interviews, finding

out reasons how the employees voluntary leavingthe company and formulating plans on how waste

of valuable personnel hiring and training expenses

could be minimized and avoided.


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Reorganization for greater businesseffectiveness.

Revitalization of the Performance

Management System.

Redefinition of the compensation policy.

More proactive Management of Labor

relations. Institutionalization of Internal

Communication.


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1. Aligning HR strategies to business strategies, and promoting theprinciple that the proper management of a companys humanresource is a shared accountability between Human resource andline management.

2. Creating a learning curve and building an environment where the

new class of knowledge workers thrive and grow. Human resourceneeds to build the organizations competitive advantages throughcontinuous employee development, and create thecommunication channels and practices that enable the sharingand transfer of knowledge and learnings.

3. Building a high-performing organization, by designing and

managing performance and reward systems that attract and retainbest-in-market talent. Furthermore, sustaining developmentprograms that sharpen core competencies that align with thecompanys vision, mission, values and business strategies.


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1. Accurate statement of the problem.

2. Collections of full information on the case.

3. Selection of tentative solutions to the problem.

4. Choosing among the tentative solutions.

5. Follow up the case.a. Using grievance procedure to resolve the misunderstanding

concerning any practice or working condition in the company

b. Reassignment ofBen to other office if conflict with Carlos willnot be solve by the grievance committee.

c. If Ben will not agree to either of the two alternatives above, heshould be given extra time allowance to look for another job.


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Good Afternoon(Case Study 102)

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