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Case study of medi sys corp.- HUMAN RESOURCE MANAGEMENT
The document presents a case study analysis of Medisys Corp and its launch of the IntenseCare monitoring system, detailing the company's history, mission, and issues faced during product development. Key challenges included competition, communication barriers, and employee coordination, with proposed solutions involving training, strategic planning, and appointing project leaders. The study emphasizes the importance of a collaborative and innovative work culture to successfully navigate competitive pressures and operational difficulties.
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Case study of medi sys corp.- HUMAN RESOURCE MANAGEMENT
- 1. Case Study AnalysisOf A Company: MediSys Corp. -Launch of IntenseCare Monitoring System. Made By:- Nidhi Ladha Deepali Saxena C. Rajesh Reddy Utkarsh Bafna Murugesh Thevar Ria Shroff Dhruvang Gokani
- 2. Flow of thePresentation 1. • Introduction 2. • History of the company 3. • Mission of Medisys 4. • Protagonists 5. • Facts of the case 6. • Assumptions 7. • Strategy applied 8. • Issues 9. • Solution by top level management 10 • Solutions 11 • Conclusion
- 3.
- 4. Mission Of IntenseCare “Launchan innovative, world class MediSys product by August 2009”.
- 5.
- 6. MEDISYS CORP. FACTS Entrepreneurial culture of the company Changeof culture Time management Intense pressure Interpersonal conflicts Tough competitors
- 7. Assumptions – Merz thoughtthat if competitors product and IntenseCare’s product were to be launched in a day’s difference, her company would not be able to sustain it. – The cross functional teams and speeding up the process of product development would probably face the competitors. – Mukherjee texted there are bigger problems about to come. – Fear of not meeting the deadlines for product launch.
- 8. Strategies Brainstorming Cross functional Team Systematiccommunication Parallel development process Project Leader for every core team New process for product development
- 9. Our solutions : Conductingtraining sessions for the employees to improve the efficiency and a competitive advantage should be developed by the employees. Strategy applied by Company: Appointment of the new President. Fasten the new product development team process by forming a new core functional team. Issue 1: Competitors Product and IntenseCare’s product were to be launched in a day’s difference .
- 10. Our solutions: Training towardsBHAG. Strategy applied by Company: the new president integrated all the domain and formed a new executive team. Issue 2: Managers of various departments were only concerned about their own department and not for the company as a whole.
- 11. Our solutions: Frequentmeetings between employees and manager. Strategy applied by Company: Designating a project leader for every core team for mediating. Issue 3: Lack of trust and communication between the employee and manager.
- 12. Our solutions: Increasethe duration of deadline and technological upgradation. Strategy applied by Company: No measure was taken by the company. Issue 4: Recession:- Overburden of work to existing employees.
- 13. Our solutions: Trainingand motivating the employees, appraisals techniques. Strategy applied by Company: No strategy applied. Issue 5: Lack of self confidence and team work during difficult times and handling pressures.
- 14. Our solutions: OrganizingArt of living and Employee Engagement programs. Strategy applied by Company: Frequent brainstorming sessions were held in the company Issue 6: Lack of coordination and hateredness between employees.
- 15. Our solutions: WhistleBlower Policy can be initiated. Strategy applied by Company: No Steps Taken towards this issue. Issue 7: Grapevine communication
- 16. Our solutions: Astrategic plan should be adopted i.e SMART GOAL Strategy applied by Company: Proper delegation of work to various teams via channel Issue 8: No strategic planning.
- 18. FUNCTION OF HR MANAGER Job Performance Interpersonal Relationship Department Morale Policiesand Procedures Employee Advocacy Human Resource Manager’s Duties
Editor's Notes
- #4 MediSys Corp. is a U.S based private medical device manufacturer founded in 2002. The company had a enormous growth rate. Within 6 years- 1750 employees employed. Manufacturing units- medical monitoring system for the hospital segment. 2 highly successful products: pulmonary and renal monitoring
- #7 Entrepreneurial culture of the company was efficient which led to innnovative ideas and new products. Change of culture: Change of teams wherein employees were shifted from cross functional to parallel development teams which led to loss of control and was quite challenging. Lack of time management and meeting the deadlines. Intense pressure to employees. Tough competitors Interpersonal conflicts between all employees.
- #11 Bhag – big hairy audacious goal
- #17 SMART GOAL :- Specific , measurable , attainable , reliable , time bound goal
- #18 After all these issues faced by the company, the case study was ended with the situation wherein merz had heard about her herself, her leadership while one of her teammate was talking about her behind her back.After hearing this she was in a great dilemma whether she should give her resignation or she should face the situation and stay back. So, according to us, merz should stay back in the company and face the situation cleverly and talk to her teammates about it. She should take a feedback about her and try to change her leadership style. This would definitely be apppreciated by all her teammates.
- #19 So after seeing everything we’ve come to a conclusion that the company lacked a HR department. The Hr department is very essential in every firm. The duties of the managers in the HR department are: