David Fletcher Case
Jenkins, Fletcher Partners (JFP) has the potential to thrive and succeed in the financial service industry with stimulated, productive, and satisfied employees. However, there are small and large issues to be addressed in order to carry that in action. In this specific case analysis, we analyze the issues hindering JFP from further development, and suggest respective and appropriate suggestions to resolve those problems. First, a thorough evaluation of JFP shed light on a number of issues:
The inconsistency with JFP’s differentiated and key organizational structure: wide, flat, informal structure for quick decisions.
Struggles for autonomy within the company and the pending decision to hire a new research analyst.
Anti-cohesiveness and lack of appropriate human resource management.
Low team productivity and insufficient and inaccurate incentives within the work teams
Although these issues present obstacles for further growth and potential of the firm, JFP is able to resolve these issues and consequently differentiate itself from its competitors in the industry with the following suggested resolutions:
Further emphasize the informal and quick information sharing in between all the employees. Convince Stephanie to remain with the firm with a larger responsibility to enhance the structure under the assumption that her requirements are met.
Hire Robinson based on her qualifications and acceptance by current JFP employees, and develop further evaluation of Fiske’s. Maintain a balance of young and senior analysts to achieve a productive and conducive learning environment.
Implement regular and functional meetings at which every employee has an input. Develop performance management instead of performance reviews.
Maintain the organizational restructures through work team productivity and implementation of appropriate incentivizing system.
With these critical resolutions, JFP will become the unique, successful, and differentiated financial service firm that the
The inconsistency with JFP’s differentiated and key organizational structure: wide, flat, informal structure for quick decisions.
Struggles for autonomy within the company and the pending decision to hire a new research analyst.
Anti-cohesiveness and lack of appropriate human resource management.
Low team productivity and insufficient and inaccurate incentives within the work teams
Although these issues present obstacles for further growth and potential of the firm, JFP is able to resolve these issues and consequently differentiate itself from its competitors in the industry with the following suggested resolutions:
Further emphasize the informal and quick information sharing in between all the employees. Convince Stephanie to remain with the firm with a larger responsibility to enhance the structure under the assumption that her requirements are met.
Hire Robinson based on her qualifications and acceptance by current JFP employees, and develop further evaluation of Fiske’s. Maintain a balance of young and senior analysts to achieve a productive and conducive learning environment.
Implement regular and functional meetings at which every employee has an input. Develop performance management instead of performance reviews.
Maintain the organizational restructures through work team productivity and implementation of appropriate incentivizing system.
With these critical resolutions, JFP will become the unique, successful, and differentiated financial service firm that the