Case Study
MEMORANDUM
TO: JUAN C. ARAQUE
FROM: GROUP #6
SUBJECT: CASE STUDY FOR COMPANY "BRINKERHOFF INTERNATIONAL INC."
DATE: 11/14/00
CC: HUMAN RESOURCE DIRECTOR
OBJECTIVE:
After careful review and analysis of the situation and the facts surrounding the company Brinkerhoff International Incorporated (BII), our team has been able to develop a viable course of action to efficiently improve productivity and relations within the organization.
PROBLEMS IDENTIFIED:
It is apparent through financial records that Rig 1-E by far outperforms any rig by almost double and, in some instances, by almost three times as much. What we need to focus on is what makes that rig succeed and how to improve conditions so that all the other rigs will be able to achieve that kind of productivity.
· A major problem and difference exists between leadership styles of Rig 1-E Manager Rick Kopulos and Rig 20 Manager Tom Rossick. Rick Kopulos is a relationship-oriented leader who gives his subordinates flexibility in operations. This style is apparently successful meanwhile Tom Rossick a manager who strictly abides by the corporate rules and regulations is a ineffective leader.
· Another problem within the company is group dynamics. There is a lack of communication with crewmembers on Rig 20 and their manager Tom Rossick. There are no real goals set for employees to measure their performance and no reward systems in place to encourage people to work harder. The company itself has no goals set in terms of productivity expected from each rig.
· The most important problem is the way the company is structured. Brinkerhoff has too many responsibilities since Don Webster, the former Manager of Contracts and Operations, was let go. Kurt Mannheim does not fulfill his duties as defined by the company, and Rig Managers disagree with the degree of importance of each position within the crews. This creates confusion, strains, tension, and apprehension in the work force.
POSSIBLE INTERVENTIONS:
TO: JUAN C. ARAQUE
FROM: GROUP #6
SUBJECT: CASE STUDY FOR COMPANY "BRINKERHOFF INTERNATIONAL INC."
DATE: 11/14/00
CC: HUMAN RESOURCE DIRECTOR
OBJECTIVE:
After careful review and analysis of the situation and the facts surrounding the company Brinkerhoff International Incorporated (BII), our team has been able to develop a viable course of action to efficiently improve productivity and relations within the organization.
PROBLEMS IDENTIFIED:
It is apparent through financial records that Rig 1-E by far outperforms any rig by almost double and, in some instances, by almost three times as much. What we need to focus on is what makes that rig succeed and how to improve conditions so that all the other rigs will be able to achieve that kind of productivity.
· A major problem and difference exists between leadership styles of Rig 1-E Manager Rick Kopulos and Rig 20 Manager Tom Rossick. Rick Kopulos is a relationship-oriented leader who gives his subordinates flexibility in operations. This style is apparently successful meanwhile Tom Rossick a manager who strictly abides by the corporate rules and regulations is a ineffective leader.
· Another problem within the company is group dynamics. There is a lack of communication with crewmembers on Rig 20 and their manager Tom Rossick. There are no real goals set for employees to measure their performance and no reward systems in place to encourage people to work harder. The company itself has no goals set in terms of productivity expected from each rig.
· The most important problem is the way the company is structured. Brinkerhoff has too many responsibilities since Don Webster, the former Manager of Contracts and Operations, was let go. Kurt Mannheim does not fulfill his duties as defined by the company, and Rig Managers disagree with the degree of importance of each position within the crews. This creates confusion, strains, tension, and apprehension in the work force.
POSSIBLE INTERVENTIONS: