CASE ANALYSIS - ACTIVITY

Choose only 3 from the three cases provided.

CASE #1 : THE DILEMMA : GOODBYE, JIMMY, GOODBYE

Ms. Gloria Tadino was mildly surprised when she found 50 resumes on top of
her desk. The resumes are attachments to applications for a single job opening that
was advertised in a newspaper a few days ago. The position vacant is for an
encoder.

Gloria, still single, was hired by the company and is currently the recruitment
supervisor in the human resources department. The resumes of applicants on her
desk indicate her most recent assignment. She was ordered to analyze them and
prepare a shortlist of ten names who will be interviewed by the committee headed by
the manager of the human resources department.

Gloria took a good look at the requirements for the vacant position which
consist of the following : 21 to 26 years old, graduate of BS in Computer Science and
a resident of Manila.

Gloria found out that thirty of the applicants did not meet the requirements, so
their applications were set aside. Still, Gloria needs to eliminate ten more. She was
in quandary and she could not make up her mind on who would be eliminated.

As Gloria was shuffling the resumes, she noticed one with a name similar to
her ex-boyfriend’s. She said to herself “ I don’t want to work with someone who has
this name,” and she took out the resume and set aside. She has nine more names to
go.

Next, she noticed that five applicants graduated from the university where her
boyfriend is an alumnus. She set aside the five resumes. With the last four, she
agonized in trying to find a reason for weeding them out. Nevertheless, she found
the answer. Four of the applicants were graduates of the college located in the
provinces. In no time, her list of ten names is complete.

Questions :

1. Is there anything wrong with the manner the shortlist was prepared by Gloria
2. What do you suggest regarding the preparation of the shortlist?
CASE #2 : PONCIANO RETAILING COMPANY : Yesterday

Mr. Potenciano Samonte was 25 years old when he organized his business
firm, Ponciano Retailing Company. He asked Danny, the younger brother of his
high school classmate, to join him in his newly formed business.
As the years passed, the firm made good in the grocery retail business.
Together, Potenciano and Danny established one branch after another. Within a
span of 20 years, 19 brancges were established throughout Central Luzon and
Cagayan Valley.
The total number of employees reached 405 and everyone showed much
respect to the leadership abilities of the two pioneers. Ponciano and Danny
worked in a mutual trust with each other. Ponciano always consulted Danny on
several important aspects of running the business. Danny was always busy
training personnel on several aspects of managing a branch so there has never
been a shortage of managers.
Because of his loyalty and ability, Danny was well taken care of by Ponciano.
He receives an executive salary that was above industry standard, plus
allowances and medical benefits. He is provided with an executive car. He is
authorized to make decisions on operational matters. To assist him in his task,
Danny trained two junior executives.
All went well until Ponciano died and full ownership and control passed to
Ponciano’s oldest son, Patrick. What Patrick did was to slowly introduce
measures to centralize decision making. Previously, the store managers had the
authority to determine the types of merchandise to carry, the quantity, and the
timing of purchase. The recruitment and training of store personnel were
functions exercised by the store managers. The above functions, as well as some
other tasks, are now performed by top management through a staff in the central
office. The changes introduced effectively reduced the authority and influence of
the store managers. Danny’s authority was also greatly reduced.
Just a month after the decentralization order was implemented, Danny felt the
demoralizing effect on the managers and employees assigned to the branches.
Sales dropped by two percent and a number of key employees started to make
moves to look for suitable jobs elsewhere. The rate of absences and tardiness
also began to go up.
Danny was alarmed by the situation and he informed Patrick about the strong
possibility of negative growth for the company. Patrick told Danny not to worry
because he thinks it is easy to replace those who leave.

Questions :

1. What do you think of the reaction of the employees regarding the

decentralization policy of Patrick?

2. Do you consider the decentralization policy as a big mistake? Why or why

not?
CASE #3: PR MOTORCYCLES : Till We Meet Again

Ms. Amelia Rivera was a very effective training officer in one of the biggest
appliance dealership in the Philippines. She was much satisfied with her job not only
because of the pay she receives monthly, but also because the top management
recognizes her value to the organization. Every morning when she arrives to report
for work, everyone she meets greets her out of courtesy and deference in her rank.
One day, while in a birthday party, she was introduced by her father to a long
time friend, Mr.Pedro Reyes, who happens to be the president of a large motorcycle
dealership. The company operates branches in all the provincial capitals throughout
the Philippines. When Mr. Reyes heard about Amelia’s job, he offered her a bigger
job in his company. The job offer was as HR manager and it comes with twice the
salary she was receiving from her current employer.
Amelia’s father advised her to accept the offer and after a week, she began
working for Mr. Reyes. With a complementary staff of five subordinates, she
proceeded to perform her new job with enthusiasm. Through written memos and
personal calls, she laid out the HR policies to the twelve regional managers of the
company.
Eleven of the regional managers religiously observed and implemented the
HR policies, except Mr. Sotero Mantic who was assigned in northern Luzon.
On one particular weekend, the president called all the regional managers
and Amelia to a meeting to discuss the company’s HR policies. Amelia was asked to
make a report but before she could finish, one aspect of her report was criticized by
Mr. Reyes. Amelia took the matter lightly, but as if on Mr. Reyes’ cue, Mr. Mantic
began to show disrespectful behavior towards Amelia. This he did even in front of
other managers. One of the managers told Amelia that Mr. Mantic is a bright fellow
but he is not a high performer, and he thinks highly of himself, and he feels he is
indispensable to the company.
Mr. Reyes considers the regional managers as the workhorses of his
company and so he provides them with all incentives, financial or otherwise that he
can give them. Amelia believes that this is the main reason why Mr. Mantic behaves
as he does.
During the past few months, Amelia tried hard to win the respect of Mr. Mantic
but all her efforts failed. One of Amelia’s subordinates reported to her that Mr. Mantic
told her that HR work is a waste of company funds.
After some weeks, Mr. Reyes related to Amelia that henceforth all
recommendations for promotion of any employee would emanate from the HR
department. After a few months, however, Mr. Mantic recommended one of his
subordinates for promotion and it was approved by Mr. Reyes without the knowledge
of Amelia. When Amelia was informed by one of her staff members about the
promotion, she filed her resignation the next day.

Questions :

1. What, if any, did the President failed to do?

2. Do you agree with Amelia’s action?

CASE #4: OSPA CONSTRUCTION : l’ll Be Back

 Mr. Oscar Pascua hired his niece Ofelia to help him manage his construction
business. He assigned Ofelia to do administrative work. She enjoyed doing the
various tasks she was ordered to perform. Positive interactions with employees kept
Ofelia busy and contented with her work. She thought engineers, foremen, and
construction workers are people who easily understand instructions. For instance,
when she asked them to fill out the forms she distributed to each one of them, they
compiled without much fuss.
Mr. Pascua has a sister, Milagros, and she is operating her own entertainment
business. It was in her fold that some big stars in movies and television got their
training and involvement in the world of show business.
When Milagros saw how orderly the administration of Oscar’s business was,
she asked Oscar if she could “borrow” Ofelia for a while. Obviously, Milagros wanted
the administrative aspects of her business straightened out.
Ofelia was only too glad to join her aunt Milagros. She thought that after doing
real work, she needed a break from her stint in the construction business.
When Ofelia began to work with her aunt, she found out that there are many
things she should attend to. For instance, employee records are not complete, and
company policies and procedures are not well documented. As a result, it is difficult
to determine employee performance.
When Ofelia distributed the required forms to the employees and the talents
who are undergoing training, she noticed that they were not too eager to accomplish
them.
Ofelia tried hard to contain her anger. After a while, she regained her
composure and asked herself, “What kind of people are they? I wish I’m back at my
former job.

Questions :
1. Do you think the situation is hopeless for Ofelia ?
2. What will be your advice to her ?
CASE #5: HIT AND MISS MANUFACTURING : A Star is Born

The head of HR Department, Atty. Mila Bravo was directed by the company
president to act as leader of a committee whose task is to revise and update the
current compensation scheme of the company.

The president designated the following as members of the committee :

1. The accountant
2. The executive secretary
3. An employee in one of the operating units
4. An officer of the labor union
5. The internal auditor
6. A representative from the public

During the first meeting, the seven members were all present. The president
made a briefing regarding the purpose of the group, the circumstances that lead to
the formation of the group, and his expectations about the group’s output.
The group proceeded to determine the various factors relevant to the
determination of the rates of the various jobs. Most of the members of the
committee, however, cannot devote the time required to finish the job within the time
frame indicated by the president. It turned out later that it was not only time that
hinders the committee’s effectiveness. The first two meetings were held without
much fuss. Everybody was given the opportunity to air his or her views about the
various matters forwarded for discussion.
For one reason or another, the accountant failed to appear in the succeeding
meetings. He never attempted to explain his position to the committee leader or to
any member, but his body language indicated that he was too busy doing more
important concerns for the president and the board of directors. He tried to
communicate with the public representative asking for information about
developments in the committee’s work. Outside of the meetings, he indicated to one
member his objections to some of the matters that were deliberated and approved by
the committee. As the meetings progressed and without his active participation, he
made piecemeal reports to the president.
When the committee submitted its final report, the president was not satisfied
and he voiced his objections that were clearly the objections of the accountant.
The other matters of the group were dismayed about the actions of the
accountant and they vowed not to participate again in whatever committee work
where the accountant is assigned as a member.

Questions :

1. What errors have been committed by the committee members ? By the

president?
2. Who should be held responsible for the errors?

CASE #6: KNIGHTS OF COLUMBUS : Stranger on the Shore

 Ernie is a very likable person. When he passed the board examination for
electrical engineers as a topnotcher, he applied for a teaching job in the state
university where he obtained his bachelor’s degree. He and some former classmates
were hired by the University.

Ernie enjoyed teaching and it was in the course of his employment when he
finished his doctoral studies in engineering. He was elected vice president of the
national association of electrical engineers. Within ten years, he was appointed dean
and then vice president of the university. After twenty years of excellent
performance in his job, he was installed as president of his alma mater.
It was not very hard for him to perform the job of the president because of his
long years of association with the university, first as a student and later as a
professor. Some of the professors occupying critical positions are his friends. His
subordinates think of him as one who do not only respected in the academic
community, but one who is fair and honest in his dealings with people. They
supported him in many activities and projects including the social affairs he
sponsored. During his term, the university enjoyed a period of academic excellence.
A few months after Ernie retired from the University, he was elected grand
knight of the council of the Knight of Columbus. His position is the equivalent of the
CEO of a private firm. He was very enthusiastic in his first month in office. Later, he
found out that managing the council is not as easy as managing the state university.
Of the 200 members of the council, not more than 30 are regularly attending
the monthly meeting. Ernie finds it hard to improve the number of active members.
He could not even get the required number to attend the necrological services for
deceased members.
Ernie is thinking hard to find a solution to his problem.

Questions :

1. What could be the reason why Ernie is not very successful in his current
position?
2. What must Ernie do?