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Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
Case Study Presentation
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Case Study Presentation

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This is a case study I did to develop my problem-solving skills for a Human Resources Management course.

This is a case study I did to develop my problem-solving skills for a Human Resources Management course.

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  • 1. ISI 6148: Case Study Presentation Case Study: Cathleen By: Valerie MacMillan
  • 2. Part 1Background Information and Problems
  • 3. Background Works as a reference librarian in government library Small team: manager, 2 reference librarians, 2 cataloguers, 2 co-op students, 1 library technician at circulation desk, and 1 systems librarian
  • 4. Background (contd) Manager goes on maternity leave and hints that she may not return In the past, Cathleen has replaced her during vacation and is chosen to do so again Cathleen is sociable, well-liked by staff, and even has close friendships with some individuals
  • 5. Problems Overview Language training Uncomfortable “bossing around” her friends Renovations must be done to the library Decommissioning project Absenteeism
  • 6. Problem #1: Language Training Language training is intensive and must be attended several times per week Overwhelming in conjunction with other duties in new role Restricts the amount of time she is in the office
  • 7. Problem #2: Discomfort With Authority Feels she should “lead by example” and continues to perform old duties along with new ones, which causes her to be over-worked “Open door policy” to allow coworkers to approach her with questions or concerns but she is frequently disrupted
  • 8. Problem #3: Renovations Space constraints Increased number of meetings resulting in more absences Changes in plans from architects leading to employee frustration
  • 9. Problem #4: Decommissioning Project Cathleen is doing a lot of the weeding, shipping, and storage herself Cataloguers responsible for cleaning up bibliographic records are complaining but feel as if Cathleen is not listening since she is frequently out of the office with meetings and language training
  • 10. Problem #5: Absenteeism Cathleen is stressed out and overworked She begins taking a large number of sick days - Argyris: trying to stay sane by withdrawing to escape frustration (Bolman & Deal, 2008, 128) Coworkers become resentful, as they cannot do their jobs as well Coworkers concerned
  • 11. Part 2Bolman & Deals Four Frames + Proposal
  • 12. ProposalRegular meetings Outline tasks and goals Discuss progress on projects Keep employees up to date with renovation plans Acquire input Address questions and concerns
  • 13. Proposal (contd)Motivate employees by creating incentivesEstablish authority No “open door policy” Establish agenda and how it will be implemented Focus on making final decisions, rather than day-to-day work
  • 14. Proposal (contd)Delegation Cataloguers could do weeding, as well as records clean up Postpone social events until after renovations completed Student can sort through donations Student can help with reference
  • 15. Human Resources FrameCathleen clearly values the people in herorganizationShe should not worry about “bossing themaround”, but rather use good relationships tomotivate them Hold regular meetings to gain input andcommunicate changes Important to provide information and support (Bolman & Deal, 2008, 149)
  • 16. Human Resources Frame (contd) If employees understand tasks, “they can see the big picture – how their work affects the bottom line and how the bottom line affects them” (Bolman & Deal, 2008, 150) Aligns their best interests with organization Empowers employees by assuring them their concerns are valid and input welcome Decision-shaping vs. Decision making (Mintzberg, 2009, 68)
  • 17. Symbolic FrameImportant to maintain culture -- no time forplanning events right now but after?Include people in vision of new libraryFocus on past challenges to overcome newones
  • 18. Political Frame Cathleen must make decisions about allocatingscarce resources (time, space) No “open door” policy so that her time andspace are respectedNeed to outline ideas, set agenda, and decidehow it will be implementedMust address conflictPersuade employees about importance ofmission
  • 19. Structural Frame Restructure:Mintzbergs MachineBureaucracyRetrieved fromhttp://www.lindsaysherwin.co.uk/guide_managing _change/html_change_strategy/07_mintzberg.h tm
  • 20. Conclusion Cathleen probably taking time off work due tostress from new role as acting manager Cathleen will probably be relieved to havesome of her responsibilities taken away butmight still feel uncomfortable as authority figure Re-iterate the impact of her positive relationships with coworkers
  • 21. Conclusion (contd)Regular meetingsMotivate employees by creating incentivesEstablish authority, agenda, and goalsDelegation
  • 22. SourcesBolman, L. & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco: John Wiley & Sons Inc.Mintzberg, H. (2009). Managing. San Francisco: Berrett-Koehler Publishers, Inc.

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