50 Chapters
Medium 9780874259773

Case Study 28. The Case in Case Analysis

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Case 28

The Case in Case Analysis

Background Information

Jerry Brown, 42, was promoted to supervisor of the Case Analysis Unit just three months ago. The Case Analysis Unit was a special investigation group with the city’s

Department of Social Services. The four employees in this unit investigated suspected fraud cases and researched various special requests for exemptions and services.

The investigations conducted by the case analysis representatives typically began by verifying data obtained from applicants during the intake process. Then, field agents as well as employers or claimants would be contacted as necessary for additional information. The information gathered from all these sources would be reviewed, and a recommendation for either “no further action” or “prosecution” would be issued. While the unit’s workload fluctuated somewhat, the average standard of production was 12 completed cases per week and 4 backlogged cases cleared.

Jerry believed that everyone in his unit was doing an acceptable job except Frank

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Case Study 2. “She’s a Smart Enough Broad”

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Case 2

“She’s a Smart Enough Broad”

Background Information

The young man glanced at the nameplate on his desk after closing the file cabinet drawer: James Washington, Center Manager. He leaned against the cabinet for a moment, smiling and thinking.

James really liked the way that title sounded. And why not? He was only 24 years old, had just completed the company’s Management Associate Trainee Program, and had just assumed the manager’s job at the Northview Servicing Center. He was eager to do a good job in this first assignment, and there was a lot about the job that he liked. However, there was one thing he didn’t like, and he could see her through the glass partition of his office, out on the service center’s main floor.

His problem was Dorothy Rogers, or more exactly, the way he felt about her. In his opinion, she was both pushing and resisting him.

Dorothy was something of an established figure at Northview, having worked there for over 12 years as an assistant manager. She was now 59 years old and had dropped hints occasionally about retiring. “If only…,” James thought to himself.

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Case Study 25. Problems Behind the Counter

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Case 25

Problems Behind the Counter

Background Information

Bob Cramer, 36 and recently divorced, manages the Oak Street Branch for the

Second National Bank and Trust. The Oak Street Branch has six tellers and does an average amount of business. Bob has been with Second National since he graduated from college and joined the management training program there. Bob is well liked and generally enjoys his job, although now, at the height of summer, he is carrying out the difficult job of preparing a disciplinary warning for one of his staff members.

Eight months ago, in January, Bob hired a new teller by the name of Connie

Tremont. Connie was 23 years old and a graduate of a local high school. Connie had experience working as a claims clerk with an insurance company prior to coming to Second National. Bob spent about 15 minutes interviewing her, and although he had a few reservations about her appearance and communication manner, he desperately needed someone who could start soon, and she was available immediately. Bob decided to take a chance.

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Case Study 42. Shouting for Results

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Case 42

Shouting for Results

Background Information

As Director of Operations for the University Hospital, Fran Jackson felt proud of any achievements in the employee relations realm. She recalled how happy she felt six months ago when the employees in the Hospital Workers Union, Local 211, ratified the adoption of a new merit-pay program. True, it was not a landslide victory

(41 percent of the employees in the union voted against it), but it was progress.

From the time Fran joined University Hospital three years ago, she had pushed for a performance management system that would reward employees for good work. In that time, she had installed the skeletal framework of such a system in fits and starts. Then, in the most recent round of negotiations, a full-scale plan was put up for a vote, and the rest, as they say, was history.

In fact, though, the changes were less sweeping than they seemed. Partly because of Fran’s initiative, there had been a procedure in place for the past 18 months for reviewing employee performance, even though there had been no immediate salary implications. From what she heard from Sylvia Downing, head of Human

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Case Study 37. Bad News in Budgets

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Case 37

Bad News in Budgets

Background Information

First State Financial Services, Inc. was the largest institution of its kind in the state, with over 150 branch offices at various locations throughout the state. The company provided a variety of banking, investment, and insurance services to both retail and commercial clients in its metropolitan market areas. As such, the Budget Department played an essential role in monitoring the costs and income of the company and in preparing the budgets for the various departments. Because accurate budgeting was so crucial to effective company management, the Budget Department had been given the additional assignment of preparing selected budget specialists for greater responsibilities in the Auditing Department. In effect, the Budget Department was also a management trainee department.

Nancy Johnson had been appointed head of Budgeting two years ago. Nancy had been working in one aspect or another of this area for the past six years. As a result of her hard work and attentiveness to budget matters, she had reached this management position.

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