It Seemed Like a Good Idea at That Time- Case Study
| It Seemed Like a Good Idea at the Time | Case study | | | UNIT: MBS 525 MANAGING, EVALUATING AND DEVELOPING HUMAN RESOURCES |
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TABLE OF CONTENTS PAGE
EXECUTIVE SUMMARY 2 1. INTRODUCTION 2 2. PROBLEM IDENTIFICATION AND ANALYSIS 3 3.1. A change in business strategy 3.2. A poorly constructed and aligned Performance Management System 3.3. Lack of a knowledge management system
3. STATEMENT OF MAJOR PROBLEMS AT TEMEPLETON CARAVANS 4
4. RECOMMENDATIONS AND EVALUATION OF SOLUTIONS 5 5.4. Build a robust and strategic Performance Management System
5. IMPLEMENTATION 6
6. APPENDICES 6
7. REFERENCES 9
EXECUTIVE SUMMARY
Despite being a successful family caravan business with great reputation for over three decades, The Great Outdoors was beginning to fragment. It was acquired by Australia’s biggest hardware chain Templeton Hardware as their first involvement into the world of water, wilderness and wildlife who were looking at becoming the leading retailer of “all things outdoor”. Following the implementation of a new strategy meant to grow profits this had quite the opposite effect. The paper explores strategy factors and human resource practices that could have contributed to the negative outcomes. A SWOT analysis was performed to facilitate with case
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TABLE OF CONTENTS PAGE
EXECUTIVE SUMMARY 2 1. INTRODUCTION 2 2. PROBLEM IDENTIFICATION AND ANALYSIS 3 3.1. A change in business strategy 3.2. A poorly constructed and aligned Performance Management System 3.3. Lack of a knowledge management system
3. STATEMENT OF MAJOR PROBLEMS AT TEMEPLETON CARAVANS 4
4. RECOMMENDATIONS AND EVALUATION OF SOLUTIONS 5 5.4. Build a robust and strategic Performance Management System
5. IMPLEMENTATION 6
6. APPENDICES 6
7. REFERENCES 9
EXECUTIVE SUMMARY
Despite being a successful family caravan business with great reputation for over three decades, The Great Outdoors was beginning to fragment. It was acquired by Australia’s biggest hardware chain Templeton Hardware as their first involvement into the world of water, wilderness and wildlife who were looking at becoming the leading retailer of “all things outdoor”. Following the implementation of a new strategy meant to grow profits this had quite the opposite effect. The paper explores strategy factors and human resource practices that could have contributed to the negative outcomes. A SWOT analysis was performed to facilitate with case
References: Call Dean. 2005. “Knowledge Management – not rocket science”. Journal of Knowledge Management, 9 (2): 19-30. DOI 10.1108/13673270510590191 Graetz Fiona, Aaron Smith & Malcolm Rimmer. 2010. “Managing Organizational Change”. John Wiley & Sons Australia Ltd. ISBN: 1742164463 Gliddon G. David. 2004. “Effective Performance Management systems: Current Criticism and new Ideas for Employee Evaluation”. Performance Improvement 43 (9). McLagan Patricia Mintzberg Henry. 1994. “The fall and Rise of Strategic Planning”. Harvard Business Review (January-February 1994). Mucha J. Michael. 2011. “Effective Implementation of Performance Management”. Government Finance Review 27 (1):55-57. Saks M. Alan & Robert R. Haccoun. 2010. “Managing Performance through Training and Development”. Nelson Education Series in Human Resources Management. | |