Human Resource Management. MIEMP Witte Case

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Uploaded: 14.03.2019
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Situation 1
A large multinational company conducted training, the purpose of which was to inspire the team to achieve a common goal. For this, students were divided into teams, and for two weeks they played a corporate conflict in an atmosphere that promoted the emergence of winners and losers, stimulated fierce competition, and emphasized the individual achievements of the participants. Upon completion of training, one of the managers half seriously remarked: “Well, I have made several enemies for the rest of my life.” The result of training instead of uniting the company´s team to achieve a common goal was the appearance of disunity in people.
Questions and tasks:
1. Why did the training lead to this result?
2. Give examples of when learning harms either the organization or an individual worker?
3. Highlight the training methods aimed at achieving a common goal in the team.
4. Model a training program for this company. In order to bring it closer to reality, it is advisable to use relevant information posted on the Internet.
Situation 2
Catherine worked in the analytical department of a consulting company.
The head has always been pleased with her work. Catherine was attentive to all calculations, twice checking all the data provided to her boss. It so happened that her boss was offered to head a consulting company in another region. In his place was appointed Catherine. Her duties, in addition to managing the team, included checking reports and calculations of employees. Because of her scrupulousness, Catherine carefully checked every report. It took a lot of time, she did not have time to perform other duties and often stayed up late. Lead analyst Pavel suggested that she delegate the verification of reports to other specialists. And the calculations for the new projects agreed to take over. But Catherine refused, believing that if you want to do it well - do it yourself.
A couple of months later, a conflict arose due to the fact that Catherine didn’t manage to check important calculations due to the heavy workload, although Pavel once again offered her his help. As a result, one of the contracts was in jeopardy.
Questions and tasks:
Help to find a way out of the current situation, that is, offer your solution to the case by answering the following questions:
1. What are the reasons for the situation?
2. What is delegation and how can you teach Catherine to delegate authority?
3. How can Catherine choose among those subordinate those who can be assigned some of her duties?
Situation 3
Production company introduces a system of mentoring in production. For more experienced staff attach young / new professionals. However, experienced specialists avoid the role of mentor or perform it formally, referring to the fact that they do not have time to do their work due to the fact that they are coddling with newcomers, that the latter have long adapted to work, are lazy, do not fulfill the norm, etc. Among the newly employed workers there is a rather high turnover. The reasons for dismissal are: disappointment in connection with unjustified expectations; lack of new employees of the real idea of ​​further opportunities; inability to apply their knowledge; low wages; lack of career prospects; insufficient attention from the mentor; large amount of information; late assessment of tasks performed; reluctance of the mentor to share experience; lack of interest of the team in a young employee.
Through the introduction of a mentoring system, the company hopes to reduce staff turnover among new (young) specialists.
Questions and tasks:
1. What do you see as the main reason for the fears of potential mentors? Justify your conclusion.
2. What qualities should a mentor have? Explain the requirements for the selection of a mentor.
3. How do you propose to organize a mentoring system?


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