Mary Watson Was Recently Promoted to the Position of Regional Sales Manager for Today’s Fashion

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THE CASES FOR STUDY of HRM- Sept, 2012-Jan,2013
(BBA Intake 2010)

Case 1 Introduction
The Human Resource Manager and Managing Multiple Responsibilities At 7:30 A.M on Monday, Sam Lennox, human resource manager of the Lakeview plant of Supreme Textile Corporation, pulled out of his suburban home and headed for work. It was a beautiful day; the sun was shining in a bright-blue sky, and a cool breeze was blowing. The plant was about nine miles away and the 15minute ride gave Sam an opportunity to think about business problems without interruption. Supreme Textile Corporation owned and operated five plants: one yarn-spinning operations, two knitting plants, and apparel-making operations. Supreme enjoyed a national reputation for high-quality products, specializing in men’s sports shirts. Corporate head-quarters was located in Twin-Cities adjacent to two of the plant operations. The Hillsville, Eastern, and Lakeview plants were 100 to 200 miles distant. Each employed 70 to 100 people. About 250 employees were located in Twin-Cities. Sam had started with Supreme’s Eastern plant after college. He progressed rapidly through several staff positions. He then served two years as a night foreman. He became known for his ability to organize a “smooth team”, never having a grievance procedure brought against him. While his productivity figures were not outstanding, he was given credit by many people in the company for being the person who prevented the union from successfully organizing the Eastern plant. As a result, he was promoted to assistant personnel manager. Sam’s progress was noted by Glen Johnson, corporate vice president of personnel. Glen transferred Sam to the Lakeview plant, which was having some personnel problems, as special staff assistant. Six months later he was made personnel manager when the incumbent suddenly resigned. Sam had been able to work out most of the problems and was beginning to think about how to put together a first-rate personnel program. Sam was in fine spirits as his car picked up speed, and the hum of the tires on the newly paved highway faded into the background. He said to himself: This is the day I’m really going to get things done. He began to run through the day’s work, first one project, then another, trying to establish priorities. After a few minutes, he decided that the management by objectives (MBO) program was probably the most important. He frowned for a moment as he recalled that on Friday, Glen Johnson had asked him if he had given the project any further thought. He had been meaning to get to work on this idea for over three months, but something else always seemed to crop up. “I haven’t had much time to sit down and really work it out,” he said to himself. “I’d better hit this one today for sure.” With that, he began to break down the objectives, procedures, and installation steps. “It’s about time,” he told himself. “This idea should have been followed up long ago.” Sam remembered that he and Johnson had discussed it over a year ago when they had both attended a seminar on MBO. They had agreed it was a good idea, and when Sam moved to the Lakeview plant they decided to try to install in there. They both realized it would be met with resistance by some of the plant managers. A blast from a passing horn startled him, but his thoughts quickly returned to other projects he was determined to get under way. He started to think about ideas he had for supervisory training programs. He also needed to simplify the employee record system. Not only was the present system awkward, but key information was often lacking. There were also a number of nagging carryover employee grievance problems. Some of this involved weak supervisors, poor working conditions, and poor communications and morale. There were a few other projects he couldn’t recall offhand, but he could tend to them after lunch, if not before, “Yes, sir,” he said to himself, “this is a day to really get rolling.”...
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