The Garden Depot Executive Summary
Summary of the Garden Depot Case
Overview
The Garden Depot originated in 1985 as a small floral company. It began doing larger business since then, and became a successful floral company. Janice Bowman was hired by The Depot in 2005, and contributed to computer inventory system and a material ordering system. As he found, The Depot still had some potential management issues. Eighty percent of its employees were part-time students who only worked in spring and summer. Furthermore, no formal performance appraisal system was set up, and job description was not quite clear. Since Derek Sinclair was appointed as landscaping manager in 2007, those potential problems got worse. He made inappropriate invoices because of lack of experience, and took little responsibility which lead to job slips, staff problem and customers’ complaints. Disorganized company, irresponsible staff and unqualified staff and manager caused the current situation in The Depot.
Problem
First, the company was not well organized. The company does not have complete appraisal system and clear job descriptions. Then, staffs have poor performance at working. They took little responsibility, and had some immoral behaviors. Finally, some managers were not qualified to the job.
Cause
As a president of the company, Murray spent less time on planning strategies for the company. He trusted his managers too much to run their respective office. Furthermore, as a landscaping manager, Derek Sinclair had no working experience and poor attitude on his job. Some staffs even stole and sold company’s supplies to customer in the purpose of personal profit.
Goal
To the problems mentioned above, The Depot had seldom capable and responsible managers and staffs. Thus, a large personnel transfer should be implemented. Specific jobs and responsibilities should be allocated to new employees. Finally, inventory record need to be clarified in order to solve job slips and some immoral behavior.
Action Alternatives
To
Overview
The Garden Depot originated in 1985 as a small floral company. It began doing larger business since then, and became a successful floral company. Janice Bowman was hired by The Depot in 2005, and contributed to computer inventory system and a material ordering system. As he found, The Depot still had some potential management issues. Eighty percent of its employees were part-time students who only worked in spring and summer. Furthermore, no formal performance appraisal system was set up, and job description was not quite clear. Since Derek Sinclair was appointed as landscaping manager in 2007, those potential problems got worse. He made inappropriate invoices because of lack of experience, and took little responsibility which lead to job slips, staff problem and customers’ complaints. Disorganized company, irresponsible staff and unqualified staff and manager caused the current situation in The Depot.
Problem
First, the company was not well organized. The company does not have complete appraisal system and clear job descriptions. Then, staffs have poor performance at working. They took little responsibility, and had some immoral behaviors. Finally, some managers were not qualified to the job.
Cause
As a president of the company, Murray spent less time on planning strategies for the company. He trusted his managers too much to run their respective office. Furthermore, as a landscaping manager, Derek Sinclair had no working experience and poor attitude on his job. Some staffs even stole and sold company’s supplies to customer in the purpose of personal profit.
Goal
To the problems mentioned above, The Depot had seldom capable and responsible managers and staffs. Thus, a large personnel transfer should be implemented. Specific jobs and responsibilities should be allocated to new employees. Finally, inventory record need to be clarified in order to solve job slips and some immoral behavior.
Action Alternatives
To