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Republic of the Philippines
ICCT COLLEGES FOUNDATION, INC
V.V. Soliven Avenue II, Cainta, Rizal
CASE STUDY
In Partial Fulfillment of the Requirements of the Subject
MANAGEMENT 001
Presented by:
Armia P. Leonardo
Rossane Lyra Gonzales
Rizell B. Labayo
Jeneva D. Maddauin
Mary Jane Laudinez
Angelene Hipos
Catalina Jadulan
Mika Jamito
Erroline Magallanes
Christopher Floralde
Jeremi B. Huyong
E-9
Presented to:
Ms. Michelle Beltran
(Management Instructor)
Date of Submission:
August 22, 2014
CASE STUDY: STAFFING
CHRISTIAN CORPORATION
The department manager holds a regular staff meeting with her four section
heads confining each meeting to one chief problem. On this day, the subject was the
‘poor’ quality of twenty supervisors reporting to the section heads.
“We have a rather poor record in selecting good supervisors,” she began. “We
may have five or six who are outstanding, but there are too many who are not. What do
you people consider when you recommend candidates to me?”
“I think my best technical people make the best supervisors,” said one section
head. “They have the respect of their associates and subordinates, who rate their
technical competence highly. They can train new staff members very effectively, and
pitch in to do the most demanding jobs themselves.”
“Maybe that is just the trouble,” said the department manager. “People like them
may never learn to manage because they spend their time on technical work.” Another
section head said, “I made my recommendation base on the basis of seniority. It has
popular appeal because everyone expects to be along this line.”
“Do you think,” said the manager, “that age is the only, or most important criterion
for supervision?” Such a practice conveniently ignores everything learned about
managing, or it assumes that the candidate has the capability to become proficient in
management after getting the job. Is this realistic?
In the course of the meeting, other factors such as getting along with people,
make a good impression, having the capability for further promotion, and being able to
exact responsibilities were also considered. The department manager was clearly
frustrated and, as she ended the meeting, she marked, “No wonder we have a 40%
failure rate in selecting supervisors.”
I. Time Context
The problem was observed by the department head before their regular staff
meeting because the 20 supervisors have a poor quality in reporting to their
section heads.
II. Viewpoint
In the course of the meeting, other factors such as getting along with people,
make a good impression, having the capability for further promotion, and being
able to exact responsibilities were also considered to be the new supervisor.
III. Statement of the Problem
The department manager of Christian Corporation said that “We have a rather
poor record in selecting good supervisors, we may have five or six who are
outstanding, but there are too many who are not. What do you people consider
when you recommend candidates to me?”
The department manager wondered what would be the right factors that she
need to consider in recommending new supervisors.
IV. Objectives
Short-Range Objectives
 To improve the efficiency and productivity of the supervisors within a
year.
 To develop strategies that is needed in promoting new supervisors.
 To turn the failure rate of the company into positive.
 To consider some recommendation in choosing an effective supervisor.
Long-Range Objectives
 Company has its effective supervisors.
 The supervisors will train, manage and supervise their area of
responsibility or employees under their supervision.
 The company will work well through the help of its effective supervisors.
 The Company will achieve their goal through the help of one another.
V. Areas of Consideration
 Different point of views of each section head in recommending new
supervisors.
 Lack of communication of each section heads and supervisors.
 Inadequate knowledge on the right basis of recommending the right
person for the right job.
VI. Alternative Courses of Action
 The department manager will require each supervisor to have their area
monthly meeting.
 The supervisors will evaluate its employees and look for the areas of
improvement.
 Every area should know their problems and the look for the possible
solution.
Advantages:
 Supervisor of every area will be able to communicate with their staff.
 Before the problems arise they will solve it easily before it gets big.
 The employees will also inform the supervisors for any updates and other
concern regarding their area.
 They will improve their area performance.
Disadvantages
 Additional expenses for the department meetings.
VII. Recommendation
Alternative courses of action no. 2 is seems effective, another section head state
that “I made my recommendation base on the basis of seniority. It has popular
appeal because everyone expects to be along this line.” because if they will
choose the employee that work for so long in their company, this is an advantage
for them and for their company. They don’t need to train him because he already
knew the company’s objectives, mission, goal, areas and etc. He is already
professional because he knew what the normal problem of their company is and
what will be the solution. Everything is base in his own experience.
VIII. Conclusion
The department head should call a meeting with all supervisors and tell them the
problems for them to get aware and informed about what the department head
was observed. Manager should ask the supervisors if they are still willing and
committed to their position, if yes, there will be an agreement regarding their
performance. Also every year the company need to have its election to put the
right person in the right position while remove the lazy supervisors. Through this
the supervisors will give their very best performance just to stay in their position,
and because of this the Christian Corporation will become productive and great
well known company in the Philippines.

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Case study management

  • 1.
  • 2. Republic of the Philippines ICCT COLLEGES FOUNDATION, INC V.V. Soliven Avenue II, Cainta, Rizal CASE STUDY In Partial Fulfillment of the Requirements of the Subject MANAGEMENT 001 Presented by: Armia P. Leonardo Rossane Lyra Gonzales Rizell B. Labayo Jeneva D. Maddauin Mary Jane Laudinez Angelene Hipos Catalina Jadulan Mika Jamito Erroline Magallanes Christopher Floralde Jeremi B. Huyong E-9 Presented to: Ms. Michelle Beltran (Management Instructor) Date of Submission: August 22, 2014
  • 3. CASE STUDY: STAFFING CHRISTIAN CORPORATION The department manager holds a regular staff meeting with her four section heads confining each meeting to one chief problem. On this day, the subject was the ‘poor’ quality of twenty supervisors reporting to the section heads. “We have a rather poor record in selecting good supervisors,” she began. “We may have five or six who are outstanding, but there are too many who are not. What do you people consider when you recommend candidates to me?” “I think my best technical people make the best supervisors,” said one section head. “They have the respect of their associates and subordinates, who rate their technical competence highly. They can train new staff members very effectively, and pitch in to do the most demanding jobs themselves.” “Maybe that is just the trouble,” said the department manager. “People like them may never learn to manage because they spend their time on technical work.” Another section head said, “I made my recommendation base on the basis of seniority. It has popular appeal because everyone expects to be along this line.” “Do you think,” said the manager, “that age is the only, or most important criterion for supervision?” Such a practice conveniently ignores everything learned about managing, or it assumes that the candidate has the capability to become proficient in management after getting the job. Is this realistic? In the course of the meeting, other factors such as getting along with people, make a good impression, having the capability for further promotion, and being able to exact responsibilities were also considered. The department manager was clearly frustrated and, as she ended the meeting, she marked, “No wonder we have a 40% failure rate in selecting supervisors.”
  • 4. I. Time Context The problem was observed by the department head before their regular staff meeting because the 20 supervisors have a poor quality in reporting to their section heads. II. Viewpoint In the course of the meeting, other factors such as getting along with people, make a good impression, having the capability for further promotion, and being able to exact responsibilities were also considered to be the new supervisor. III. Statement of the Problem The department manager of Christian Corporation said that “We have a rather poor record in selecting good supervisors, we may have five or six who are outstanding, but there are too many who are not. What do you people consider when you recommend candidates to me?” The department manager wondered what would be the right factors that she need to consider in recommending new supervisors.
  • 5. IV. Objectives Short-Range Objectives  To improve the efficiency and productivity of the supervisors within a year.  To develop strategies that is needed in promoting new supervisors.  To turn the failure rate of the company into positive.  To consider some recommendation in choosing an effective supervisor. Long-Range Objectives  Company has its effective supervisors.  The supervisors will train, manage and supervise their area of responsibility or employees under their supervision.  The company will work well through the help of its effective supervisors.  The Company will achieve their goal through the help of one another. V. Areas of Consideration  Different point of views of each section head in recommending new supervisors.  Lack of communication of each section heads and supervisors.  Inadequate knowledge on the right basis of recommending the right person for the right job.
  • 6. VI. Alternative Courses of Action  The department manager will require each supervisor to have their area monthly meeting.  The supervisors will evaluate its employees and look for the areas of improvement.  Every area should know their problems and the look for the possible solution. Advantages:  Supervisor of every area will be able to communicate with their staff.  Before the problems arise they will solve it easily before it gets big.  The employees will also inform the supervisors for any updates and other concern regarding their area.  They will improve their area performance. Disadvantages  Additional expenses for the department meetings.
  • 7. VII. Recommendation Alternative courses of action no. 2 is seems effective, another section head state that “I made my recommendation base on the basis of seniority. It has popular appeal because everyone expects to be along this line.” because if they will choose the employee that work for so long in their company, this is an advantage for them and for their company. They don’t need to train him because he already knew the company’s objectives, mission, goal, areas and etc. He is already professional because he knew what the normal problem of their company is and what will be the solution. Everything is base in his own experience. VIII. Conclusion The department head should call a meeting with all supervisors and tell them the problems for them to get aware and informed about what the department head was observed. Manager should ask the supervisors if they are still willing and committed to their position, if yes, there will be an agreement regarding their performance. Also every year the company need to have its election to put the right person in the right position while remove the lazy supervisors. Through this the supervisors will give their very best performance just to stay in their position, and because of this the Christian Corporation will become productive and great well known company in the Philippines.