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Case
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Reference no. 497-039-1
Published in: 1997
Length: 18 pages
Data source: Field research

Abstract

This case is set in a family-owned company which manufactures medical gas equipment. Until five years ago it suffered from poor profitability and lack of growth. The turning point came when shareholders invested money and a new management team was brought in to take the company forward. Although it employs over 100 people, it was only twelve months ago that a personnel officer was employed. The case centres around issues of concern to the newly recruited personnel officer but in addition, the difficulties faced introducing personnel systems to the company which is managed with a very autocratic style. Conflict between the personnel officer and managing director is evident as a result of an inappropriate reward system and management style. Staff turnover and sickness is relatively high. The case therefore provides a vehicle for students to develop ways of improving employee relations, the reward system, communications, relations between personnel and the managers and management style. The key learning issues are; (1) implications of an autocratic management style; (2) relationship between personnel and line management; (3) management of employee relations; (4) management of reward systems; (5) effects of inappropriate communication systems; and (6) implementation of procedural agreement and staff handbook.
Location:
Other setting(s):
1995

About

Abstract

This case is set in a family-owned company which manufactures medical gas equipment. Until five years ago it suffered from poor profitability and lack of growth. The turning point came when shareholders invested money and a new management team was brought in to take the company forward. Although it employs over 100 people, it was only twelve months ago that a personnel officer was employed. The case centres around issues of concern to the newly recruited personnel officer but in addition, the difficulties faced introducing personnel systems to the company which is managed with a very autocratic style. Conflict between the personnel officer and managing director is evident as a result of an inappropriate reward system and management style. Staff turnover and sickness is relatively high. The case therefore provides a vehicle for students to develop ways of improving employee relations, the reward system, communications, relations between personnel and the managers and management style. The key learning issues are; (1) implications of an autocratic management style; (2) relationship between personnel and line management; (3) management of employee relations; (4) management of reward systems; (5) effects of inappropriate communication systems; and (6) implementation of procedural agreement and staff handbook.

Settings

Location:
Other setting(s):
1995

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