Case Study
MGMT 122
Organizational Behavior
By: Nicole Billoy, Karl Driver, Cory Exelby, & Kelsey Pilon
SM05
10/29/2013 Joanne Christie
Team Case Study Assignment
Synopsis: Doug Aiken took over Tech Depot and replaced the symbolic leader who founded the company, when Aiken took charge he immediately introduced a new management plan, measuring everything from sales of products to employees. He saw himself as the omnipotent leader (mgt p39) Sales dropped after two years and everything Aiken was working for diminished. He did not gets the results that were expected by the company. Many of the staff expressed dissatisfaction with their jobs The board decided they were in need of a new CEO, so they hired Meryl Francoli who is known for achieving results. Francoli’s first concern was to get the company back on its feet and reach the higher sales they once had, and reignite the employees commitment she wants to implement an OME to be used to combat turnover, increase morale, and lead to innovation throughout the company. Francoli knows there will be a lot of resistance introducing this but believes it will improve Tech Depots financial situation and boost employee morale.
BEHAVIORAL
OPERATIONAL
Low motivation – When Akien was the manager at the time at tech depot, the employees had very little motivation to do their jobs. This ended up impacting the company’s performance very poorly and loss of faith in their employees.
Poor Financial Results – Two years later after Aiken took charge, Tech Depot’s fortunes were not looking as bright. Fourth-quarter sales were down 10%, and the company was losing ground to competition.
Low loyalty – Also when Aiken was managing the employees also had very low loyalty to the company. This then caused Aiken to change how tech depot ran for the last 23 years before he was hired to replace the older manager. Aiken introduces “Management Culture” to change the company from
Organizational Behavior
By: Nicole Billoy, Karl Driver, Cory Exelby, & Kelsey Pilon
SM05
10/29/2013 Joanne Christie
Team Case Study Assignment
Synopsis: Doug Aiken took over Tech Depot and replaced the symbolic leader who founded the company, when Aiken took charge he immediately introduced a new management plan, measuring everything from sales of products to employees. He saw himself as the omnipotent leader (mgt p39) Sales dropped after two years and everything Aiken was working for diminished. He did not gets the results that were expected by the company. Many of the staff expressed dissatisfaction with their jobs The board decided they were in need of a new CEO, so they hired Meryl Francoli who is known for achieving results. Francoli’s first concern was to get the company back on its feet and reach the higher sales they once had, and reignite the employees commitment she wants to implement an OME to be used to combat turnover, increase morale, and lead to innovation throughout the company. Francoli knows there will be a lot of resistance introducing this but believes it will improve Tech Depots financial situation and boost employee morale.
BEHAVIORAL
OPERATIONAL
Low motivation – When Akien was the manager at the time at tech depot, the employees had very little motivation to do their jobs. This ended up impacting the company’s performance very poorly and loss of faith in their employees.
Poor Financial Results – Two years later after Aiken took charge, Tech Depot’s fortunes were not looking as bright. Fourth-quarter sales were down 10%, and the company was losing ground to competition.
Low loyalty – Also when Aiken was managing the employees also had very low loyalty to the company. This then caused Aiken to change how tech depot ran for the last 23 years before he was hired to replace the older manager. Aiken introduces “Management Culture” to change the company from