Summarise the given case study and answer the questions briefly.

Case Root of the Problem Landscaping is a small yard-maintenance company that got its start in 2006. The company specializes in small-scale operations, including installing and maintaining flower beds, ponds, hedges, and lawns. The company employs five site supervisors and approximately 30 grounds- keepers. The owner, Daniel Black, is himself involved in the work performed at most sites and is the sole negotiator of terms with clients. Originally serving only Halifax, Nova Scotia, the company has grown to accommodate clients as far away as the Moncton, New Brunswick, area. Now in its third season of operation, however, Black has noticed a decline in his company's rate of growth because the gains associated with opportuni- ties afforded by new clients have been offset by the loss of older ones and also because he is having difficulty maintaining lasting employer-employee relationships. NEL Chapter 4: Job Analysis and Competency Models You have been hired on a consulting contract by Root of the Problem Landscaping to investigate why business growth has stalled. You begin by interviewing Black and his site supervisors to establish what, if any, customer feedback they have received, to find out what qualifications both Black and the supervisors have, and to investigate the state of employment satisfaction. Some negative customer feedback is associated with lack of knowl- edge and skills on the part of both the supervisors and the groundskeepers. Clients have noted that there have been instances where flowers have been removed that should not have been and weeds have gone unnoticed. In addition, there have been some instances where trees and shrubs were not properly planted and cared for. There has been a lack of attention paid to sun/shade and/or depth considerations, so some plants did not survive the winter. Most negative feedback that has resulted in a lack of repeat business is associated with job sites where Black had little or no involvement in the actual landscaping You notice a tendency for Black to attribute customer dissatisfaction to the customers' own personality flaws as opposed to anything his company may be doing wrong. The supervisors can provide little or no additional informa- tion because, as instructed by Black, they rarely communicate with clients. Your interview with Black has revealed that he has extensive knowledge and skills associated with landscaping as a result of a lifetime of hands-on experience. He is also passionate about his work. You also notice that he doesn't know where his knowledge came from and sometimes thinks special- ized knowledge that he has should be common sense to others. Black's employees have limited knowledge of landscaping compared to Black's knowledge, and what they have seems to have been gained by learning on the job with Root of the Problem Landscaping. You have noticed that many of the employees seem to be dissatisfied with their workplace envi- ronment, and some report that they find Black to be unprofessional and incon- siderate as an employer. Jobs are often interrupted or delayed because of a lack of proper inventory procedures, resulting in frequent trips to hardware stores, etc. You notice some employees having difficulty with lifting tasks and the operating of machinery. Some employees are working with two gloves and others with only one or none. Some employees seem to be suffering from aches and pains, and you can see bad sunburns on their bodies because of a lack of sunscreen use. Some older and less agile employees seem to be attempting physically demanding tasks while the younger, fitter employees are engaged in less strenuous activity. You have been observing Root of the Problem Landscaping both when Black is there and when he is not. When Black is present, the job seems to get done, but you notice he often has to go back and work on tasks that were not completed properly by his employees. When fixing a problem, he tends to complain to the employees but does not instruct them on how to do it properly in the future. You observe instances where Black is unduly harsh in his criticisms of the employees and seems to lack some people skills. There is evidence that the employees do not have respect for Black and his business when you observe them "cutting comers" on the job when he is absent. Questions 1. If Black had conducted a job analysis prior to employee selection, how might his company have benefited? Include considerations of employer, employees, and clients. 2. Using the O*NET website, if you type "landscaper" into the space provided for the occupational quick search, a list of job titles appears. Select the "first-line supervisors/managers of landscaping job title and review the knowledge, skills, and abilities listed. Which of these does Black currently possess? Which of these is he lacking? What about the employees