SAMPLE CASE STUDIES FOR PGDBA(HR)/PGDHRM Case Study 1 Satish was a Sales Manager for Industrial Products Company

in City branch. A week ago, he was promoted and shifted to Head Office as Deputy Manager - Product Management for a division of products which he was not very familiar with. Three days ago, the company VP Mr. George, convened a meeting of all Product Managers. Satish's new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director, Preet - asked Satish to attend the meeting as this would give him an exposure into his new role. At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting started with an address from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and a blunt veteran in the field. Most of the Product Managers were very clear of George's ways of working and had thoroughly prepared for the meeting and were giving to the point answers. George then started with Satish. Satish being new to the product, was quite confused and fared miserably. Preet immediately understood that George had possibly failed to remember that Satish was new to the job. He thought of interrupting George's questioning and giving a discrete reminder that Satish was new. But by that time, George who was pretty upset with the lack of preparation by Satish made a public statement "Gentlemen, you are witnessing here an example of sloppy work and this can't be excused". Now Preet was in two minds - should he interrupt George and tell him that Satish is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose the second option. Satish was visibly angry at the treatment meted out by George but he also chose to keep

mum. George quickly closed the meeting saying that he found in general, lack of planning in the department and asked Preet to stay back in the room for further discussions. Before Preet could give any explanation on Satish, George asked him "Tell me openly, Preet, was I too rough with that boy?" Preet said "Yes, you were. In fact, I was about to remind you that Satish is new to the job". George explained that the fact that Satish was new to the job didn't quite register with him during the meeting. George admitted that he had made a mistake and asked his secretary to get Satish report to the room immediately. A perplexed and uneasy Satish reported to George's room after few minutes. George looking Satish straight into his eyes said "I have done something which I should have never even thought of and I want to apologise to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you". Satish was left speechless. George continued "I would like to state few things clearly to you. Your job is to make sure that people like me and your bosses do not make stupid decisions. We have good confidence in your abilities and that is why we have brought you to the Head Office. For everybody, time is required for learning. I will expect you to know all the nuances of your product in three months time. Until then you have my complete confidence". George closed the conversation with a big reassuring handshake with Satish. Questions: 1. Was it at all necessary for George to apologise to such a junior employee like Satish? 2. If you were in Satish's place, how would you to respond to George's apology? 3. Was George correct in saying that Satish is there to correct the "stupid mistake" of his boss and George? 4. Would you employ George in your company? 5. Did Preet make a mistake by not intervening during the meeting and correct George's misconception about Satish?

6. As an HR man, how would you define the character of George - bullying but later regretting? Does his attitude need to be corrected? 7. Would you be happy to have George/Preet as your boss? Possible solutions 1. Yes, it was necessary for George to apologise to Satish. Even though Satish is new to the Head Office and is much junior to George, in order to keep up the morale of Satish, George should apologise. This will not only reassure Satish's attachment towards the company but also motivate him in learning things faster. 2. If I were in Satish's place, I would thank George and promise him to learn things well within the given time. 3. The word 'stupid mistake' creates confusion. George only meant that Satish should not make the top-authorities feel that they have made a wrong decision by promoting Satish. What George wanted was Satish's support. Hence, the bosses expect Satish to work according to the policy (both written and unwritten) of the company. 4. Yes, I would employ George in my company. The ability of one to realise his mistake is truly appreciable especially if he is in a much senior position. 5. Not really. It was alright for Preet to remain quiet during George's talk. But he made it a point to remind him after the meeting. 6. George is a natural task-oriented leader. He becomes people oriented only when stimulated. When he is into a task he does it with full dedication. He is a trustworthy person. He has to enhance his soft-skills by making himself an equally task-oriented and people-oriented leader. 7. Yes, I would be happy to have George or Preet as my boss. A general comment: Satish's boss should have familiarised Satish with the formalities of the meeting with George. Conclusion:

When a person goes up in a career ladder, he has to have an overall view of the people and the processes. He has to understand that it is people who do the processes. He has to understand the importance of HR Management. At the same time, he should be uncompromising in the processes and quality. This would make a leader a class apart.

Case Study 2 Adam, fresh from school was a newly recruited HR practitioner. During his one month into the job, he was asked to be in-charge of the orientation programme for the entire organisation. Being new, he followed closely to the processes. Recently, Roy joined the organisation and Adam was required to orientate him. On Roy's first day of work, Adam brought him around the organisation for introduction to the rest of the staffs. Unfortunately, Roy's assigned mentor was not around hence, Adam was unable to make an official introduction for Roy to meet up with his mentor. In the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy system in place but it is only on an opt-in basis. Roy requested to opt for a buddy. Adam was rather surprised by Roy's request as according to Adam's manager-Jean, no one in the organisation has requested for a buddy. Hence, Adam checked with Jean on the criteria in getting a buddy for Roy and according to her, Adam found out that it needed to be someone preferably from Roy's department. Having clarified on the criteria, Adam was supposed to get a buddy for Roy, unfortunately, this issue was clearly forgotten by Adam due to his busy schedule as he was involved in other HR matters as well and he did not follow up with Roy's request promptly. One week later, Adam met Roy in a lunch gathering and Adam greeted Roy and asked him casually how is he doing and if he has adapted well to his job. Roy, asked Adam blatantly and angrily where is his buddy that he had requested. At that moment, Adam recalled on the existence of this request and unwittingly told Roy that he thought Roy was joking with him on the request for a buddy as he did not want to admit to Roy that he had clearly forgotten about the whole issue. Roy was very angered by Adam's response and told him off that he was very serious in getting a buddy and that its Adam's responsibility to do so. Adam, clearly embarrassed and guilty about his mistake, apologised immediately and promised to get him a buddy. On the very day, a buddy- Sam, was found for Roy. Roy was

very unhappy with Adam and confronted Adam and his buddy when he was able to have an official meet up session with his mentor. Adam explained to Roy that the organisation has no current practice in place for meet up sessions to be arranged between mentors and mentees and its a practice for mentees to take self-initiative to do so in arranging for meetings with their mentors and also that his mentor is currently out of town and will only be back the next day. Adam, himself being a new staff also was at that moment in time speaking on personal experience and also based on what Jean had told him. Sam, who was present agreed and helped to explain to Roy on the practice. Roy kept quiet and Adam unknowingly thought that Roy has understood the organisation practice. Hence, Adam did not continue to check with Roy on this aspect. The following day, Roy had a feedback session with his manager and Adam was called upon to sit in as a part of the orientation programme. Roy brought up the issue on Adam's failure to get him a buddy promptly and that he was not introduced to his mentor at all. He complained about the poor management of the HR mentor and buddy system and that it was not effective at all and that he expressed that he is very unhappy with Adam as he felt that he was not doing his job at all. Adam tried to explain to Roy and his manager about what happened and also reassured Roy that he will take his suggestions of improving on the system and was apologetic about the issue. He told Roy's manager that he will bring Roy to see his mentor after the session as his mentor is back in the office after being on leave for the past week. Roy was still very unhappy with Adam and continued telling Adam off in front of his manager. Questions: 1. On an HR practitioner point of view, what should Adam do to resolve the issue? 2. Roy is very unhappy with Adam and holds it against him even though all has been done and followed up. What should Adam as HR do to resolve this and should Jean, as Adam's

manager do something? 3. What role does Roy's manager play in this issue and should he be implicated? Possible solutions Adam was new to the job, therefore he himself was in the process of getting oriented to the job. However he did falter by not taking the buddy request by Roy seriously. This was probably the only mistake that he committed....for which he later apologised. As an HR practitioner, Adam should let Roy know the whole situation and apologise, which he does. As far as Roy's manager is concerned, it is upto Roy whether he wants to implicate him or not. Implicating him will only complicate the situation which is not needed. As for Roy, he should get a life and move on in the organisation rather than harping on a single fault by Adam. It is understandable that he felt disappointed by the firm, but he should consider the fact that in an organisation sometimes these lapses happen. That is not to say it doesnt matter but after Adam apologised, he should forgive. Fair enough, he complained about Adam, I think Jean should just warn Adam, as he is new. Also, Jean should make sure Adam goes through the necessary procedure and knows them well, lest he should repeat such a mistake.

Operational Management: John Deer Case Study The company that has been chosen for this case study is John Deere Equipments. This company was founded by John Deere in 1837 and was incorporated in 1868 as Deere & Company. John Deere started this company as a one-man blacksmith shop and it is now a worldwide corporation that has its offices in more than 160 countries and employs more than 46,000 people. John Deere is one of the oldest industrial companies in the United States and it is guided by the original values of quality, innovation, integrity, and commitment that John Deere instilled at the beginning. The business strategy of John Deere, in their own words is: We aspire to distinctively serve customers those linked to the land through a great business, a business as great as our products. To achieve this aspiration, our strategy is: Exceptional operating performance, Disciplined SVA growth, Aligned high-performance teamwork Execution of this strategy creates the distinctive John Deere Experience that ultimately propels a great business and, for all with a stake in our success, delivers...Performance That Endures (1). The company is always striving to give its stakeholders the maximum value for their money by continuous improvement and growth in all sectors of the company. The company is organized into four manufacturing divisions: Agricultural Equipment products for farms; Commercial and Consumer Equipment equipment related to lawn and ground care, residential needs, golf and turf, and commercial operations; Construction and Forestry Equipment; and John Deere Power Systems products involved with developing engines for other John Deere products.

John Deere is a listed company and its stock is traded on the New York, Chicago, and Frankfurt, Germany, stock exchanges. The following is a summary of its operations around the world: Products and Services: John Deere, with the help of its many subsidiaries, is involved in the manufacturing, distribution, and financing of a large and complete line of agricultural equipment. The product line also includes a very broad range of forestry and construction equipment, and various other consumer and commercial equipment. Other features of the company include the provision of credit and managed health-care plans for other businesses and also for the general public. Marketing: The products of John Deere are marketed throughout the world via a large network that

consists of many independent dealers, which are supported by a decentralized marketing organization. These dealers have their offices in many countries such as Argentina, Australia, Brazil, Canada, China, England, Finland, France, Germany, Italy, Mexico, South Africa, Spain, Switzerland, the United States, and Uruguay. Manufacturing: The factories for John Deere are located in various countries including Argentina, Brazil, Canada, China, Finland, France, Germany, India, Mexico, New Zealand, The Netherlands, South Africa, Spain, Sweden, and the United States. John Deere products in the United States and South America are produced by affiliated companies. Research & Development: Research and investment has always been one of the key interest points

for John Deere as the company is known to have invested in large quantities. The various areas of research and development include activities for support of current product development, the development of new products and also for the search for new product-oriented businesses. Many of the factories run by John Deere have a product engineering department whose responsibilities include the design and development of the products.

Diversity:

Deere & Company considers diversity to be a vital part of the companys core mission

and goals. Deere & Company believes in building a vast and great building, one that would strive to cater to all the various stakeholders, including the consumers, the employees, shareholders, business partners, and communities all over the world. Since Deere & Company is a global company with its offices and production factories situated all over the world, it has a very large responsibility to all its stakeholders all over the world. More than 20,000 of this companys employees reside outside the United States and 45% of the total sales incurred come from outside of North America. Deere continues to expand its production and products worldwide and is making its presence known in various new markets all over the world. This also means that new and diverse employees, suppliers, and business partners from various ethnic, social, and cultural backgrounds have to be continuously incorporated in the business strategy of Deere. Deere has to remain committed to its stakeholders all over the world and in the various dimensions for them to be able to remain the market leaders. For this, they have to continuously incorporate people from diverse backgrounds into their company to keep the global leading team of employees so that they can better deal with the needs and expectations of the companys customers. Deere has followed certain paths and guidelines that have enabled this company to grow beyond a one-man operation into the large corporation that it has today. One of the key aspects that have contributed to this huge growth has been because of the companys comprehension of the importance of diversity in running a global company. One other thing that has contributed to the vast success of this company is that it was able to recognize the importance of globalization very early and was successfully able to tap into the vast market around the world when the time was ripe. This is why this company enjoys huge opportunities for growth and has come to realize many of the goals set up by its core mission values and vision. Many critics note that Deere has made considerable progress in the area of diversity and it is continuously improving its business initiatives in order to incorporate all

aspects of its existence. Accountability for diversity starts at the very top of the organization; diversity and inclusion are an integral part of the business agenda. Deere believes that diversity is good business and is essential to maintaining the company's market leadership and sustaining its reputation as one of the most ethical and respected corporate citizens (2). Some of the areas that Deere is especially involved in include: Senior Leadership and Accountability Supplier Diversity Dealership Diversity Employment and Retention Employee Networks Community Involvement (2)

Product Diversification: Even though John Deere is very committed to its core businesses, it sternly believes that growth in the future not only depends upon carrying on with the current businesses, but also by introducing new products and services to the markets. This is why John Deere has ventured into the areas of finance and leasing by opening up John Deere Credit, which is one of the largest equipment finance and leasing companies in the United States. It provides financing of farm and construction equipment, recreational and homeowner consumer products, commercial equipment, and revolving credit financing for agricultural purchases. John Deere Health provides health-care benefit-management services to more than 4,400 client companies and covers nearly 505,000 members. With these and future business developments, John Deere is positioned to take full advantage of tomorrow's growth opportunities (2).

Technology:

Deere has also realized that in order to be leaders in this world and in order to remain

the leaders, advancement in technology is also very important. This is why Deere & Company has kept technology as the jugular of its business innovation. Deere & Company works with the latest software and other cutting-edge technological equipment to provide its consimers with state-of-the-art products and services. For example, product development uses the latest virtual prototyping techniques to produce John Deere products. Other major initiatives include precision-farming systems and global vehicle communications systems, designed to help customers become more productive and profitable. These technological initiatives will provide a major competitive advantage and continued industry leadership position to John Deere (2). Commitment to Employees: Deere & Company believes in treating its employees with as great a concern as their customers. Deere greatly values its employees and provides them with very high quality employee benefits. Deere has adhered to these excellent conditions since the conception of the company. Health and pension benefits were offered to the employees of Deere company as long as a 100 years ago. Deere continues to provide excellent support to its employees through various programs and benefits that have evolved over the years in accordance with the changing environment. The employees can choose their own preferences and can chose their benefits. Some of the benefits that are offered include: Continuing Education Financial Planning Fitness Flexible Work Arrangements Health Benefits Other Benefits

Resources for the Parents Other Services and Discounts John Deere has a unique personality when it comes to its image as a business in the global

market. One of the first things that any stakeholder would notice about this company is that it has been around for more than 165 years. Ever since the conception of this company, certain core values and contents have been included in the corporate image and culture of this company. These include: Quality: John Deere, the man behind this company, was a rugged blacksmith who started

business as a one-man shop. He is known to have quoted in 1837: I will never put my name on any product that does not have in it the best that is in me. This statement has become one of the core values of the company today and this idea of striving for the best and to be the best is still followed by the company managers, 165 years later. All of the employees at John Deere are trained to be extremely quality conscious and to put quality before anything else. Innovation: As with the obsession with quality, the company also believes in innovation through

thinking out of the box. It is related that John Deere chanced upon a shiny, discarded sawmill blade and he suddenly imagined a way to solve the problem plaguing Midwestern farmers of wet gumbo soil sticking to their plows. The next day he used the saw blade to fabricate a crude self-scouring steel plow that ushered in modern agriculture. You might say John Deere was founded by thinking out of the box. John Deere employees are innovative (3). Integrity: Money and profits are not everything at John Deere. The Deere & Company was around

during the American Great Depression of the 1930s and it saw that many of the customers of the company were not in a position to pay back their machinery debts. Deere & Company decided to carry these customers for as long as necessaries and even though it suffered heavy losses, it kept its promises to the customers. Eventually, all the debt was paid back and Deere retained its goodwill amongst its

stakeholders; this goodwill still runs deep and strong in the companys veins. John Deere employees strive for long-term win-win relationships. Commitment: The John Deere trademark is one of the worlds most trusted and distinctive brands. Since all brands are simply promises in short-hand, their name recognition speaks directly to a great many promises made and kept. John Deere employees understand shared commitment is powerful. Nothing runs like a Deere (3). Some of the ways in which the Deere & Company was able to achieve its success through operational management includes two of its most famous systems. The environmental management system and the safety and health management system. The John Deere Environmental Management System (EMS) is a set of formal, documented processes for controlling environmental impacts and driving continuous improvement. It provides the framework for John Deere facilities to meet legal obligations and company standards everywhere we do business. The John Deere EMS closely parallels ISO 14001, and also incorporates elements of the company's business conduct guidelines. The John Deere EMS is composed of four sections -- assessing, planning, implementing, and reviewing -- and fourteen elements *see table below] (4).

Table Taken from (4) The John Deere Safety and Health Management System (SHMS) is a set of formal, documented processes for controlling safety and health impacts and driving continuous improvement. It provides the framework for John Deere facilities to meet legal obligations and company standards everywhere we do business. The John Deere SHMS Standard draws elements from the OHSA 18001 and the ANSI Z-10 Standards, as well as our business conduct guidelines. The John Deere SHMS is composed of four sections assessing, planning, implementing, and reviewing and thirteen elements *see table below+ (5)

Table Taken from (5) Other operational management parameters that make Deere & Company unique and the purpose of this study include its extensive audits and assurance programs. Both the above mentioned systems run strict audits and assurances based in three elements: an annual compliance assurance letter, a corporate/third party audit program, and a self-audit program. The compliance assurance letter

allows the company to keep track of its parts and distribution facilities for financial risks. The managers are required to fill some forms that are related to the safety of the working environment as well as the management of risks involved in the working conditions. A third party audit is held that checks with the safety and health of the employees. These audits provide assurance that adequate safety and health policies and standards are implemented worldwide. The self-audit program complements the formal third-party audit program. The scope of a unit's self-audit is dependent on the safety and health risk of the facility.

Conclusion Perhaps one of the most important reasons why John Deere has been chosen for this case study is because this company has strived to keep up with the changing times and has successfully grown itself in the various markets all over the world. It took many companies a long time to realize that the global market was the market of the future but Deere & Company had envisioned this growth a long time ago. And the best thing is that they were successfully able to strike while the iron was hot and take home the winning prize of global growth and customer care. The Deere Co. has also been very successful in its endeavors of providing the stakeholders what they need world wide.

Business Ethics: Enron Case Study Introduction Enron was a very powerful company that was doing very well in the market. The value of its share was high and the company was enjoying an overall healthy position as a business. The employees were happy and new recruits would have killed to get a job at Enron. However, this was not to last. Enron enjoyed so much success that it got to its head and it started making all sorts of problems. Enron decided to change its organizational structure by employing new people at high posts who were given the opportunity to make big decisions that could directly affect the organization. Thus, their organizational design was altered. The reward system within the organization was also changed since the top performers were given the opportunity to receive many bonuses and stocks options. This new system was to be controlled by an internal controlling authority but this did not work well because the people who were reviewing and those who were being reviewed were working on the same levels and this caused them to form alliances among themselves. They all looked out for each other and were not honest with their reviews, and everyone was given good reviews. Employees were scared to do something that would anger their superior and this is why they all became yes men. This created a very unstable culture that was based on dishonesty and this caused Enrons downfall.

Division of Workers and Executives: The Culture at Enron Enrons earlier organizational structure was different and it based its ideas on constructivism, where the employees were encouraged to achieve more. But the new system failed because it gave too much authority to the new and young managers. These people did not really have any close ties with the company and were given a lot of power before they could become aware of the core company values

and norms. The employees were not given sound guidance and this led them to make many wrong decisions that cost the company millions of dollars. Since the top performers were given a lot of bonuses, the young managers tried to hard to perform well and made many mistakes on their way. This is bred individualism and perfectionism at Enron.

This culture led to socialization being rare and mentoring being nonexistent. There was unethical corner-cutting, there was no teamwork, and there was too much competition. New entrants into the company were given too much authority and they could make huge deals without higher approval. Layers of management were abolished making decision making decentralized. People were only motivated by the numbers. An emphasis was placed on growth earning and employees looked forward to huge bonuses and were motivated to have good relationships with the PRC. There wasnt much institutional commitment because teamwork was undermined by individual ambition.

Social Implications The company ultimately went bankrupt. The demise of the company resulted not only from improper accounting practices and the alleged corruption at the top but also from the organizational culture that resulted due to the corruption. The organizational culture can be described as being very competitive, individualistic, perfectionistic, and power-seeking. The organizational culture wasnt as effective as it could have been. There should have been more emphasis placed on doing things well and valuing members who set and accomplish goals. The organization should also have valued creativity, quality, task accomplishment and individual growth. They should also have been motivated and encouraged. The company should also have been managed in a participative way and there should have

been teamwork prevalent. A lot of authority shouldnt have been given to new employees. Employees should have been friendly, open, supportive, and constructive.

Employees must have faced a lot of stress specially during the end of the year when their performance would have been evaluated and bonuses decided for. In Enrons case, bonuses made a big bulk of an employees compensation. It would have been only natural for employees to be more competitive and trying to make good impressions. The managers were given the incentives of cash as well as stock rewards if they were found to be performing at a very high output. This caused many of them to act as entrepreneurs as well as intrapreneurs. They did not have to undergo any special training before joining the firms and they were straightway given the opportunity to make important large scale decisions. The hierarchy was also dissolved within the organization and the junior manager had just the same powers as a senior manager. This also caused some excitement amongst the newer employees and they were initiated to act in a manner fir for entrepreneurs.

Rather than being constructive, Enrons organizational culture can be described as being aggressive-defensive. For one thing, the culture could have been seen as being very competitive. There was a pressure to make the numbers. People would not share critical information with others and there was a lot of unethical corner-cutting. Employees were also competitive when it came to compensation and bonuses. The employees wanted to maintain a favorable impression with the performance review committee and the decisions were believed to be mainly based on their relationships with each other. Many employees of Enron wouldnt object to anything and there became prevalent a yes-man culture. People were afraid to get crossways with someone who could screw up their reviews. The PRC would

also use this as a way of getting back at people who expressed disagreement or criticism. Negativism was rewarded.

Many of the old employees as well as new entrants had been given too much power and authority. They were able to make huge deals without any higher approval. There was an emphasis placed on earnings growth and there were no checks and balances. There was too much decentralization, layers of management were wiped out, too much leeway was given to young, inexperienced managers, and there was completely off hand management.

Conclusion Things should have been handled differently at Enron. The emphasis should have been on doing things well and valuing members who set and accomplish goals. They would have also been encouraged to work in teams and set challenging but realistic goals, establish plans to meet those goals and pursuer them with enthusiasm. The employees should have been encouraged them to interact with others and to work on tasks and projects in ways that will assist them in satisfying their needs to grow and develop. The organization should also have valued creativity, quality, task accomplishment and individual growth. The employees should have been encouraged to gain enjoyment from their work, develop themselves, and take on new and interesting activities. They would also be motivated to work not only to make huge bonuses and impress the PRC but would also have worked for the betterment of the company.

Human Resources Management Case Study Perhaps the biggest problem that would come with expansion is that there will not be enough labor and skills available to produce good quality products. Also, making the rules strict for the employees is not a good move as it decreases the level of good human relationships and can cause a lot of disloyalty as well as dissatisfaction amongst the employees which can result in poor performance. In the past five years, many companies around the world have shifted their organizational model from the traditional to various other ones to enhance their firms and to make them into a better place to work at. Today, more and more companies are realizing that a traditional way of running a business is not so effective in the changing workforce that exists today. There are many different ways that such companies are changing their workforce and their organizations in order to incorporate the new ideas of human resource managements. Viewlite also has to come up with new organizational models. Perhaps the most significant change that it can make to its workforce is to implement a transformed organizational model instead of the traditional one. This basically consists of completely changing the way that the firm works. Some of the changes that companies make are such like in the areas of the department of human resources. By implementing change in the assembly line and financial management to their departments, companies have been able to affect their sales as well as their rapport with their customers as well as employees. By implementing change and financial management tools, companies like Oticon Internationals, a Danish company that manufactures hearing aid, have been able to increase and boost their sales. By such strategies, Viewlite will be able to decrease their time-to-market by a long shot and are

also able to open up new markets for their upcoming and modern products. Change and Financial management basically deals with eliminating many of the functional departments that a company might have and by removing job tides and other physical barriers, like office walls. This kind of change helps the employees to grow and to think of their companies as their own. This is a very effective tool in the HR Department as it keeps the employees at bay and also helps them to help the company grow further. The employees are happier and thus their work is more productive and more efficient. Also, financial management deals with completely revising the working ethics in a more modern organizational model as compared to the traditional one. The financial statements of the companies are available on record and the employees that are working in the financial departments have their own specific agendas and work ethos. Viewlite should not make the rules for the employees as strict as they have done. At Viewlite, the employees feel that they are not a part of the company. By giving the employees more participation rights in the affairs of the company and by giving all the employees a different set of powers, thereby eliminating the number of bosses in the company, makes the employees feel more accepted in the workforce. This also gives the employees a reassurance of security in the job and also motivates the employees into working better since they feel that it is their own company. Many companies today are encouraging their own employees to buy their shares and stocks so as to make the whole company one unit and as one entity. This gives the employees the confidence of saying that they work in their own company and this kind of an attitude is a very healthy one for the employees to maintain as they work harder and

without too much constraints and complaints. The HR department of Viewlite should consider this so as to get more productivity out of the employees. Another area where Viewlite needs to change its policies is with the teams and the job designs that are being handed out to employees at the company. The work that used to be handled inside the offices is being divided differently now. In the newer models of organization, ones that are other than the traditional ones, workers were assigned work by the upper management on the basis of who the management thought was best for the job. A new approach is to organize the work and the workload by setting up project teams consisting of workers who join these teams because they think they are compatible to their competencies and interests. Companies that follow such models usually also change the levels in the companys organization, and mostly keep only three levels: project sponsors (the former management team); project leaders; and project coworkers. All the employees in the company are expected to work on many different projects at the same time, where at least one of the projects is one in which they are competent in and one in which they think they would be able to produce more efficiently because of their competencies or interests. This kind of an organizational structure, a flat, project-focused teaming structure that created a knowledgebased, networked organization, has been dubbed the spaghetti organizational structure. Many people might argue that this spaghetti structure is a weak one since it is flat, fluid and thus haphazard since so little hierarchy, and no central or top-down control, will not cause the firm to have a focus and to move more cohesively in the right direction. But as we see, this has been implemented by many companies and many of them are known to have very secures

support systems based on shared values and goals that keep the company and its employees motivated and on their way to success. Another new way that Viewlite can improve employee performance is by using more effective and efficient performance management programs. Viewlite has failed to correctly gauge and ascertain the behavior of their employees and this has been affecting the total productivity and efficiency of the company. Not only that, Viewlite has also failed to take in account the affect that the employees and their behavior might be having on the representation of the company on books, that is, in the stock market, auditors books etc. This has to be changed as Viewlite needs to be more conscious of their image in the market and would need to constantly reevaluating its ranks in the competitive market. This would lead them to evaluate their employees by measuring their practices. This has come about as a very significant change as now many companies require peer evaluations as well as evaluations of the employees by their superiors as mandatory. These measurements of practices then help Viewlite to find out which of the employee is working at what quality level and thus aids them into deciding raises and bonuses. This also keeps the employees in check as they work harder and better to project themselves better. This also increases the level of motivation in the employees and helps keep the company operating at a healthy rate. As it has been previously mentioned in the last paragraph, companies today are coming up with various new ways in evaluating the performances of their employees. In the past, the employees were motivated to work by giving them motivational pushes like salary raise, vacation packages, health and dental plans, bonuses etc. Although these are still the push factors in motivating the employees to work harder and more efficiently, the methods of

employee selection for these rewards have been altered. Now the competitive work force has become even more competitive because companies today are driving their employees further by creating more competition amongst them. Employees who work harder are rewarded more. And now, it is not just the matter of working hard, i.e. quantitatively. Quality also matters and employees are being encouraged to give a better service to their customers by adapting new behavioral changes. These include more personal content to the dealings, giving more time to the consumers and also keeping up to date with the movements and preferences of regular clientele. This helps the company grow because the clients feel more at home with the people who work there and the employees work harder and better because they have more incentive to do so. All in all, this is also different from the traditional training that employees used to get and this is also becoming a normal part of the activities of the HR department and Viewlite should incorporate all this into its Human Resource Management Strategy.
I think that since Viewlite now needs more skilled employees, it should use different staffing methods. Staffing is probably the biggest and the largest of the worries of Vewilite. Without a proper staff, a company cannot hope to run any better than a mule in a horse race. Getting the right kind of people into the company is the biggest issue that the Human Resource department of any company has to face. The HR department of Viewlite should carefully realize what are the jobs available and what kind of people would fit in best so that they are able to do their job properly and efficiently. Once the needs and requirements set by Viewlite have been decided, the workers should then be inducted on a skill based criteria. Viewlite can either recruit the people as organizational-based teams, or outsource the work to a separate firm for that particular job.

The most modern HR Departments in many companies are not just involved with the internal affairs of the businesses that involve selection and recruiting. Many companies HR

and marketing departments are working side by side to help the country grow. The heads of these departments are usually meeting and considering the new ways that the company and its image should be marketed not just in order to attract more clientele but also to attract the best workers. Finding good workers is becoming a very hard task these days because of the continuously changing working environment and the huge amount of competition in the workforce. Research has shown that the moral and the attitude of the workforce of companies is a very big contributing factor to the companys overall image in the trading market. The marketing and the HR department at Viewlite should work together to not only change the way the company works and operates on the inside rather they also work in collaboration to determine how the company is going to affect the local communities. Viewlite should become more consumer oriented, and focus more on the consumers. Viewlite should advertise heavily not only to attract customers but also attract better employees. Both these are vital for the companys success and growth. Most companies today are advertising on the bases of making the life of people better, and they show their nicely setup offices and working environment in their ads. Better employees would be attracted to Viewlite if they have a good marketing strategy and a more competitive workforce is established. This would cause Viewlite to work better and add to its efficiency and productivity.

Submitted by: Joseph Kay T. Sabio