Kerrie's Communication

This case was prepared by Associate Professor Marc L. Lipson. It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2010 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.

To identify which account is truly superior, Administrative Consultants has researched the pros and cons of each system. The results presented can be utilized in order

Kerrie's organization exemplifies self interest. Some of her team members only thought about themselves. One member felt as if they should have received the the promotion of general manager instead of Kerrie. As these are some examples of self interest that Mary Parker Follett would have a suggestion on how to resolve it. Mary Parket Follett suggested that goals for workers and employers should be compatible. Among other things Follett also endorsed the concept of obeying the law of the situation and not relying on the power over someone or something (Lester, 2006). Instead of the team members being jealous of Kerrie, they should have been embracing and encouraging her, for her role as general manager was well deserved. The team member should

When organizations go through major changes, “Employees often have difficulties adapting”, which can lead to higher levels of disengagement (Gusdorf, 2012, p. 10). In order to assess the level of disengagement amongst the workers, Thompson can take several approaches. To begin with, they can pull together Focus groups. These types of groups can be formed to decide on the best approach for reaching the staff in the various departments. Town Hall meetings can be another method in which to gather information from employees. These informal meetings allow HR to reassure

Kerri effectively and clearly feeds information and ideas to coworkers, junior and senior levels colleagues. She speaks persuasively and searches for answers when in doubt. She articulates effectively in both written and oral communications and has demonstrated excellent skills in grammar and spelling. As a result, she has consistently produced high quality transcripts. Additionally, she has cultivated a culture of openness in information sharing. She listens carefully, welcomes other people suggestions and points of view, and build consensus through shared decision. Kerri readily adheres to deadlines and transcript production benchmarks. She plans, organizes, and completes tasks in the established time frame.

As I was concluding reading the case study I felt like Lord King and Sir Marshall ran out of ideas to continue their quest in changing BA. This was highlighted to me when the text described a loss of vision for the future and lack of communication as Jick & Peiperl (2011) stated: “BA also faced both a loss of focus and a contradictory message” (p. 36). Jick & Peiperl continued to describe the lack of vision by stating “And in looking for a new focus, management dealt with the seemingly unattractive alternative of trying to get staff to identify with an issue as glamorous as cost-cutting” (Jick & Peiperl, 2011, p. 36). Life changes daily and therefore, organizations should ensure that their leadership maintains a creative

Unfortunately, our town hall meetings and employee discussions consistently reveal the company is always behind or falls short in the area of strategy and operating plans. There have been several changes administered within the company specifically focusing on customer experience and claim life cycle time. These changes also directly affect the employee’s job performance and load. At times it seems changes are not considered or do not come to fruition until another company

Notably, a proper and intricate study of the interviewees reveals that Dave Arenburg, the Chief Executive Officer of Adcor marketing practices change management as part of his normal day. Actually, this is dint of the fact that his day is spent in coordinating, directing and following up with the management team to make sure that they are responding to the performance goals. As a matter of fact, Daren Arenburg is involve in change management daily because in daily basis he endeavors to make relevant changes as pertains certain troubles that occur in the organization to the tune of breaking of equipment, issues relating to human resources, in addition to challenges relating to customers (Acadia Multi-Media Case Management System(AMCMS), 2010). In point of fact, unless he makes the relevant changes, the “troubles” enunciated above make result to undesirable effects to the company.

Organizational Design - Mrs. Mary Doe must educate the company in the use of the new software so that the bank ultimately benefits in terms of bottom-line results and to use the software to identify those sectors of business in which the bank does exceptionally well so that better and more focused strategic decisions can be made. The software, although difficult to implement, has proven to be very useful in institutions with postures of

Pearson is a large multinational company based out of London. Pearson began as a building contracting company, and over its 150 year history, has transformed itself into a publishing company in the early twentieth century, and has now shifted focus towards education (Pearson, n.d.). Pearson employs approximately forty thousand employees with one-third located in emerging markets (SEC, 2015). The company officially shifted the corporate strategy towards global education and by streamlining technology in 2013 (Radjou & Pradhu, 2013; Pearson, n.d.a). In 2012, Tim Bozik, the president of the higher education division, began consolidating duplicative groups within higher education ahead of the broader organization beginning its technology consolidation strategy; these assets were the result of multiple acquisitions. At the time, higher education had technology divisions scattered across the United States, India and Sri Lanka. The technology leaders were asked to solve the problem of removing duplicative technology assets, and smartly execute the existing technology budget to further higher education’s goals. This paper reviews the decision making process the 2012 technology leadership team used to merge technology organizations together into one group, what components of the problem solving process were skipped and how this impacted the outcome, as well as how the problem solving process could have gone with a hypothesis of

This case was prepared by Professor Mark E. Haskins, Darden Graduate School of Business Administration, and has benefited from collaborations with various colleagues over the years on earlier versions. It was written as a basis for discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2012 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. ◊

At The Link Group I orchestrated a complete change to client account handling and regulatory reporting as part of a $40M ERP and business process transformation program. This included running workshops to identify and key

At Microsoft the chief executive officer is in charge of the company as a whole and holds the most power while the executive vice presidents oversee each of the departments with managers overseeing employees at the retail level. An advantage of this approach is that when issues occur at the retail level such as technical issue that employees are unable to handle, the manager is available to solve these minor issues. Weber describes this advantage of bureaucracies as “the capability of attaining the highest degree of efficiency” since employees have knowledge of who handles which issues and employees are also highly trained in their routine responsibilities (Schermerhorn et al. 2014). Alan Marsden shows another advantage of bureaucracy through its use in banks, where the impersonal employee behavior gives customers a sense of equality and the formal rules in place prevent larger issues such as banks over borrowing (Marsden 2009). However due to the strict procedures, when larger issues occur, the bureaucratic approach causes delays to communicate to higher executives on how to solve issues. Critics have pointed out that the delays become a disadvantage in the modern day since management must be flexible and adapt to different scenarios, however the rules and regulations in bureaucracy do not allow these changes to occur easily (Schermerhorn et al. 2014). Overall, the

More than 180 leaders employed in the business had a crucial role to ensure that the best operating processes are implemented every day (Amar, 2002). When the nature of the business changed, they experienced challenges in area such as matching resourced to day to day fluctuation of mail volumes industrial relations, managing labour budgets, and new initiatives. It also has the flexibility in engaging and meeting the demand of the increasing and diverse workforce.

Michael M. Goldman and Jennifer Lindsey-Renton wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation,