Old Joe Case Report
In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally. The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and culture problems within the company, and several others. With the business in such a dire state, we began our work.
Organization Chart Opening Day
Q1 * Establish Positions as boss by doing 2 things: * Introduce ourselves to all the current managers * Sending out a warning shot by giving the managers a one hour time frame to try and settle their differences. * This will make it clear to the managers that henceforth there will be no tolerance for social bickering. * Begin working on the delinquent backorders worth roughly $16million. By the end of quarter one, at least 70% of the orders will be complete. A lot of overtime is going to be required for this to happen. This will address problem #3. * Fire Yolanda. She is simply terrible. This will address problem #10. * Demand that Bob apply himself better for job related issues. However, knowing that he is going to strive to work against the company goals, the extraction of information from Bob will be the goal. Once this is done, Bob will also be fired, which is roughly after 40 days. Promote a well qualified worker to bobs position * Hire a new Human Resources Manager (HRM) to replace Yolanda. The new HRM, Jenny, will be
Organization Chart Opening Day
Q1 * Establish Positions as boss by doing 2 things: * Introduce ourselves to all the current managers * Sending out a warning shot by giving the managers a one hour time frame to try and settle their differences. * This will make it clear to the managers that henceforth there will be no tolerance for social bickering. * Begin working on the delinquent backorders worth roughly $16million. By the end of quarter one, at least 70% of the orders will be complete. A lot of overtime is going to be required for this to happen. This will address problem #3. * Fire Yolanda. She is simply terrible. This will address problem #10. * Demand that Bob apply himself better for job related issues. However, knowing that he is going to strive to work against the company goals, the extraction of information from Bob will be the goal. Once this is done, Bob will also be fired, which is roughly after 40 days. Promote a well qualified worker to bobs position * Hire a new Human Resources Manager (HRM) to replace Yolanda. The new HRM, Jenny, will be