Regulatory Review Commission Case Analysis
Regulatory Review Commission
Inefficiencies in Operating the Operations Centre
Executive Summary
Overview
The Regulatory Review Commission's (R.R.C.) operations centre has recently run into issues with handling an employee, Brian Coffey. Coffey's manager, Monique Ricard, is contemplating how to handle Coffey's behaviour, who has been consistently late to work, is missing deadlines, and even not showing up to work. Ricard is looking for an answer as to how she can possibly terminate or transfer Coffey, as his behaviour has not been documented sufficiently.
Problems
The R.R.C.'s problems stretch beyond just Coffey, but it may take an outside perspective to notice them. While Coffey's behaviour is definitely an issue, it is an issue that could have been dealt with by now if management was more consistent with documenting his continuously lackluster behaviour. Another alarming issue with the operations centre is that they have many vacant positions. As job security is virtually ensured, employees may be aware of management's lack of behavioural documentation, as well as the lengthy process in place to transfer or terminate an employee.
Causes
Coffey can't be entirely to blame for his performance. There may be issues between people and process, as the amount of documentation and time required to transfer or fire an employee is excessive and may contribute to a lack of productivity. A lack of fit between structure and people is evident in the number of vacant positions and the work load of current employees may be increased because of this, contributing to stress and unmotivated employees. The office layout may also cause of a lack of fit between structure and people, but it's significance is not as important in this case.
Goals
The goals focus on not only correcting the issues currently at hand, but also being able to address long-term/future issues. Of course Coffey is an issue and Ricard should focus on either trying to improve Coffey's
Inefficiencies in Operating the Operations Centre
Executive Summary
Overview
The Regulatory Review Commission's (R.R.C.) operations centre has recently run into issues with handling an employee, Brian Coffey. Coffey's manager, Monique Ricard, is contemplating how to handle Coffey's behaviour, who has been consistently late to work, is missing deadlines, and even not showing up to work. Ricard is looking for an answer as to how she can possibly terminate or transfer Coffey, as his behaviour has not been documented sufficiently.
Problems
The R.R.C.'s problems stretch beyond just Coffey, but it may take an outside perspective to notice them. While Coffey's behaviour is definitely an issue, it is an issue that could have been dealt with by now if management was more consistent with documenting his continuously lackluster behaviour. Another alarming issue with the operations centre is that they have many vacant positions. As job security is virtually ensured, employees may be aware of management's lack of behavioural documentation, as well as the lengthy process in place to transfer or terminate an employee.
Causes
Coffey can't be entirely to blame for his performance. There may be issues between people and process, as the amount of documentation and time required to transfer or fire an employee is excessive and may contribute to a lack of productivity. A lack of fit between structure and people is evident in the number of vacant positions and the work load of current employees may be increased because of this, contributing to stress and unmotivated employees. The office layout may also cause of a lack of fit between structure and people, but it's significance is not as important in this case.
Goals
The goals focus on not only correcting the issues currently at hand, but also being able to address long-term/future issues. Of course Coffey is an issue and Ricard should focus on either trying to improve Coffey's