CASE STUDY 1 Mr. Kudzrah, the Assistant General Manager (AGM), Materials of A-Z Construction Ltd., is fuming and fretting. He bumped into Mr. Aboagye, the General Manager, Materials threw the resignation letter on his table, shouted and walked out of the room swiftly. Mr. Kudzrah has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story will tell the reasons for his bile and why he put in his resignation, barely four months after he took up his assignment. The year was 2010 when Mr. Kudzrah quit the prestigious COCOBOD. As a manager for Materials there, he enjoyed the power. He could even place an order for materials worth 25million cedis. He needed nobodys prior approval. Mr. Kudzrah joined an international construction plant located at Takoradi as AGM Materials. The plant is owned by a prestigious business house in Europe. Obviously, perks, designation and reputation of the conglomerate lured Mr. Kudzrah away from the public sector. When he joined the construction company, little did Mr. Kudzrah realize that he needed prior approval to place an order for materials worth 12million cedis. He had presumed that he had the authority to place an order by himself worth half the amount of what he used to do at COCOBOD. He placed the order; materials arrived, were received, accepted and used up in the plant. Trouble started when the bill for 12million cedis came from vendor. The accounts department withheld payment for the reason that the bill was not endorsed by Mr. Aboagye. Mr. Aboagye refused to sign the bill as Mr. Kudzrah did not seek his approval before placing the order. Mr. Kudzrah felt infuriated and cheated. A brief encounter with Mr. Aboagye only aggravated the problem. Mr. Kudzrah was curtly told that he should have known company rules before venturing. Mr. Kudzrah decided to quit the company. REQUIRED a) Comment on the effectiveness or otherwise of the Orientation Programme at A-Z Construction Ltd. (10 marks) b) Discuss how an Orientation or Onboarding Programme is conducted in an organisation (10 marks) c) Discuss the consequences of the current orientation system at A-Z construction and the need for revision for the sake of operations efficiency (10 marks)