case study ob eric/ kipsy
Summary of the Facts
Eric and Kipsy’s case study helps to demonstrate the complex nature of management and organizational behavior. The case also shows the difficulty in identifying a single solution to a particular problem. Eric is the new manager of product information for a national firm which wholesales electrical components and Kipsy is a clerk. Eric is appointed the new manager right out of management training. He knows virtually nothing about the people he would be managing or the kind of work they did. On his first day Eric was fascinated by the efficiency of the operations. He soon learned how wrong he was on the second day of work. The salesmen had a list of problems they were experiencing in which they wanted Eric to solve. The three main problems are: Salesmen often were unable to get through quickly to information clerks. Errors were excessive and the clerks were often abrupt and unfriendly to the salesmen when they called. He also noted other problems which came to light which are high absenteeism and turnover, unskilled part time staff, loafing on the job by the clerks etc. Eric was visited by the regional vice president of the company who informed him that sales were falling companywide. He then developed an Action Plan to increase efficiency, reduce call in delays and slash the error rate. He seems to be a consultative manager which is shown by his approach to his supervisors and team members by holding meeting to try and address the problems. Disaster struck in relation to his new program in that an employee had defaced two posters used to motivate employees. His lack of experience is shown with his failure to take control of his supervisor in respect of the discipline to be maintained within the office. He needed to take his supervisors to task over their failure to deal with the posters immediately. Eric pondered his dilemma and he concluded that the key to his problems was KIPSY.
Kipsy has been an information clerk in Eric’s
Eric and Kipsy’s case study helps to demonstrate the complex nature of management and organizational behavior. The case also shows the difficulty in identifying a single solution to a particular problem. Eric is the new manager of product information for a national firm which wholesales electrical components and Kipsy is a clerk. Eric is appointed the new manager right out of management training. He knows virtually nothing about the people he would be managing or the kind of work they did. On his first day Eric was fascinated by the efficiency of the operations. He soon learned how wrong he was on the second day of work. The salesmen had a list of problems they were experiencing in which they wanted Eric to solve. The three main problems are: Salesmen often were unable to get through quickly to information clerks. Errors were excessive and the clerks were often abrupt and unfriendly to the salesmen when they called. He also noted other problems which came to light which are high absenteeism and turnover, unskilled part time staff, loafing on the job by the clerks etc. Eric was visited by the regional vice president of the company who informed him that sales were falling companywide. He then developed an Action Plan to increase efficiency, reduce call in delays and slash the error rate. He seems to be a consultative manager which is shown by his approach to his supervisors and team members by holding meeting to try and address the problems. Disaster struck in relation to his new program in that an employee had defaced two posters used to motivate employees. His lack of experience is shown with his failure to take control of his supervisor in respect of the discipline to be maintained within the office. He needed to take his supervisors to task over their failure to deal with the posters immediately. Eric pondered his dilemma and he concluded that the key to his problems was KIPSY.
Kipsy has been an information clerk in Eric’s