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Analysis paper case study

Executive Summary

INTRODUCTION – identification of the central problem

BACKGROUND – discussion of the nature and the context of the central problem

PROPOSED SOLUTION – overview of some of the possible courses of action, my personal

views as to the choice of a solution, and additional recommendations to the person from the case study.


Introduction

Any theoretical background that one may have in relation to the principles of management, whatever extensive it may be, will undoubtedly be challenged when he or she starts the real work in organizations and encounters numerous ambiguous situations which may even defy easy interpretation. In this regard, one of the main difficulties that often arise in the real life is to clearly identify roots of a problem or a group of problems that we face in order to be able to give our decision-making process aimed at their solution a meaningful direction. We will see why this aspect of solution of problems in organizations is so important after the analysis of the case of a campus recruiter Carl Robins who is facing serious difficulties in fulfilling his job duties in the early period of his work.

Background

The case of a campus recruiter Carl Robins seems to be a good example of the

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situation when things are getting out of hand so that the accomplishment of a task becomes endangered. However, this particular case highlights a situation when serious organizational difficulties arise even as necessary procedures have been initially observed in time, which, ironically, may weaken one`s vigilance. Thus, the central general problem that the case study devoted to campus recruitment is showcasing is represented by possible consequences of the lack of foresight in management of organizational arrangements. In this light, the case can be used as the source of specific examples that nevertheless depicts some typical mistakes that people make in many other situations. For example, despite the fact that Carl had successfully recruited new hires more than two months before the scheduled orientation, which was an indicator of his resolve to procure the timely completion of preparations for it, he later allowed for long periods of inactivity, which could be explained by his confidence that there was yet enough time. However, in reality he had to arrange a lot of things and, perhaps most importantly, he could not immediately control all of them, such as for example passing by the selected trainees of mandatory drug screens or the completion of applications by them. What also contributed to Carl`s calmness before it was perhaps too late was the broken communication link between him and Monica Carrolls, the Operations Supervisor with whom the trainees were supposed to work with. As far as we can judge, Carl was contacted by Monica only once on the general issue of preparation for orientation. However, the more experienced Monica might have accentuated possible difficulties to which additional attention should have been paid to by Carl for whom the procedure of organization of hire orientation was new. But the absence of the tradition to double-check things within ABC Inc. is not only a poor justification for Carl`s wrong estimate of the amount of time and effort needed for the preparation of the hire orientation, but actually should have served as the additional reason for him to be especially accurate in the planning.

Proposed solution

In any case, the situation that Carl is in must be resolved, and I believe that there are ways if not to save the schedule, but at least to make the delay as short as possible without compromising the organizational level of the orientation. As we have mentioned, for this purpose it is important for Carl first of all to define the problems that he faces. One might argue that the problems that Carl has to solve are how to be in time with drug screening of the trainees, their applications, missing manuals, etc., and how to find another training room for the orientation session. However, while these problems will inevitably have to be solved, they are of the secondary nature. What is important for Carl is to realistically estimate what has to be done and how much time it will really take. The solution of this primary problem must precede the search for any possible practical solutions.

After this estimate, which will almost for sure somewhat change the date of the orientation or at least will demand great intensification of efforts to be in time for June 15, Carl may opt for a line of action when he continues to assume all the responsibility for the preparation of the orientation without informing Monica Carrolls of the details of the situation, except for the possible shift of the orientation date (of course, if such a shift is within acceptable interval of time). However, this strategy is risky, as due to the lack of experience Carl may run into other unexpected problems that could completely ruin the timely organization of orientation. However, if Carl will manage to get through the newly developed organizational problems he may save his face. As an alternative solution, it is possible for Carl to initiate an honest discussion with Monica Carrolls or other responsible person from ABC Inc., and ask for the understanding and advice. This decision is also not an easy one as it requires a certain resolution from the side of Carl to acknowledge his mistakes, especially if the organizational culture within ABC Inc. is not very tolerant to mistakes committed by its personnel. On the other hand, this approach to the solution of the situation may alleviate the stress for Carl, and may bring some unexpected useful recommendations from the side of more experienced colleagues of Carl as to how to get out of the trouble. In my turn, I believe that in the existing situation Carl should choose the latter course of action which will involve an honest discussion of the difficulties that may prevent the timely organization of hire orientation with Monica Carrolls. After all, Carl is new to his job, and despite that was quite effective in the initial phase of his work when finding new trainees. At the same time, this strategy of solution of the problems will as if compensate the earlier lack of Carl`s foresight, caused by his ill-informed attitude to management of organizational arrangements, by highlighting his responsibility in critical situations. Still, an important and unknown for us factor in the choice of the advisable further course of action for Carl is the organizational culture within ABC Inc. Indeed, if mistakes made due to the lack of experience are not tolerated in the company, and if Carl after his initial panic will quickly find ways that offer a realistic chance to amend the situation and will rationally justify them for instance with the help of a careful decision tree analysis, he may take the risks and try to save the schedule of the hire orientation if that is possible.

Sources

Drucker, P., F., Hammond, J., Keeney, R., Raiffa, H., and Hayashi, A., M. (2001). Harvard

Business Review on Decision Making. Harvard Business School Press.

McNamara, C. (1999). Basic Guidelines to Problem Solving and Decision Making. Retrieved

February 16, 2006, from http://www.managementhelp.org/prsn_prd/prb_bsc.htm

Mind Tools Ltd. (2005). Decision Tree Analysis. Retrieved May 18, 2006, from

http://www.mindtools.com/pages/article/newTED_04.htm

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