CASE 2: STAFFING: CHRISTIAN CORPORATION The department manager hold a regular staff meeting with her four...

 

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CASE 2: STAFFING: CHRISTIAN CORPORATION The department manager hold a regular staff meeting with her four sections heads confining each meeting to one chief problem. On this day, the subject was the poor quality of the twenty supervisor reporting to the sections heads. "We have a rather poor record in selecting good supervisor." She began, "We may have five or six who are outstanding, but there were 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 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, making good impression, having the capability for further promotion, and being able to exact responsibility were also considered. The department manager was clearly frustrated and, as she ended the meeting, she remarked, no wonder we have 40% failure rate in selecting supervisor. Follow the format below in solving your choice cases. I. Background: Provide background information on the case, including relevant context, history, and key players. II. Problem statement: Clearly articulate the problem faced by the organization. III. Analysis: Analyze the situation using relevant frameworks, theories, and concepts. Consider the internal and external factors that are contributing to the problem. IV. Alternative Courses of Actions (ACA): Identify and evaluate potential solutions to the problem. V. Recommendation: Select the best course of action based on the analysis and evaluation of alternatives. VI. Implementation plan: Outline the steps required to implement the recommended solution. This should include details on resources, timelines, and key stakeholders. VII. Evaluation and control: Discuss how the effectiveness of the solution will be monitored and evaluated. This may include key performance indicators, ongoing evaluations, and contingency plans. VIII. Conclusion: Summarize the key takeaways from the case solution and highlight its importance to Human Resource Management. CASE 2: STAFFING: CHRISTIAN CORPORATION The department manager hold a regular staff meeting with her four sections heads confining each meeting to one chief problem. On this day, the subject was the poor quality of the twenty supervisor reporting to the sections heads. "We have a rather poor record in selecting good supervisor." She began, "We may have five or six who are outstanding, but there were 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 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, making good impression, having the capability for further promotion, and being able to exact responsibility were also considered. The department manager was clearly frustrated and, as she ended the meeting, she remarked, no wonder we have 40% failure rate in selecting supervisor. Follow the format below in solving your choice cases. I. Background: Provide background information on the case, including relevant context, history, and key players. II. Problem statement: Clearly articulate the problem faced by the organization. III. Analysis: Analyze the situation using relevant frameworks, theories, and concepts. Consider the internal and external factors that are contributing to the problem. IV. Alternative Courses of Actions (ACA): Identify and evaluate potential solutions to the problem. V. Recommendation: Select the best course of action based on the analysis and evaluation of alternatives. VI. Implementation plan: Outline the steps required to implement the recommended solution. This should include details on resources, timelines, and key stakeholders. VII. Evaluation and control: Discuss how the effectiveness of the solution will be monitored and evaluated. This may include key performance indicators, ongoing evaluations, and contingency plans. VIII. Conclusion: Summarize the key takeaways from the case solution and highlight its importance to Human Resource Management.

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I Background Christian Corporation is facing a challenge in selecting suitable supervisors for its departments The department manager holds regular staff meetings with section heads to address various ... View the full answer