Posted: September 13th, 2017

Discussion Post- Case Study

Discussion Post- Case Study

Order Description

We are in the home stretch now, Week #6. This week we will stay on the theme of practical application of theory.

Before we begin discussing the next assignment, I’d like you to pause and answer a question: Do you know anyone who is difficult to deal with on a personal level? For example, he/she might possess some of the following characteristics: rudeness, crudeness, racist (or sexists or homophobic etc.), obnoxious, convinced he/she is always correct, chronically late and/or inconsiderate, prone to mood swings; given to drama etc. You get the idea. We likely all know people who are challenging. Now ask yourself this: Are these people working? Statistically, we can assume the vast majority are employed somewhere.

The point is this: Difficult people do not change in the workplace. Someone who is obnoxious in outside of work will likely be obnoxious at work. Whatever traits are present in society at large will spill into the workplace, and ultimately your small business. You, however, do not have to accept the premise that people with negative and destructive personality traits will become your employes. Because you understand management science, you can use proven techniques (such as plannin, recruiting, background checks, interviewing etc.) to hire only those with values congruent with your own.

This week, please read Chapters 19 & 20 (and pages 674-677 in Chapter 21) on issues relating to Human Resource Management. I don’t have any discussion questions for you this week. Rather, I’d like to use a role playing exercise. You will play the role of a Human Resource Management consultant to Harvey Finley. He is a successful entrepreneur who has realized one of his employees is making more money that he wants to pay her. However, he is conflicted and doesn’t know how to act.

You have been paid by Harvey $5,000 (10 hours at $500/hr) to review the situation, consider the perspectives of all stakeholders, and provide advice. Your advice should be succinct but substantive. Essentially, a 1-page executive summary with a recommendation. Just note: This is not an easy case. On your degree, when you graduate, it will state that you have earned not only your Bachelor’s of Science degree but the rights; privileges and responsibilities that come with the degree. Pay special attention to your responsibilities. The suggestions you make in practice will have real impact on the lives and livelihoods of fellow human beings. Advice such as “fire Cathy and hire someone you can pay less” is not the level of critical thinking that earns one $5,000/day.

Being put into the position is new to you, so I’ll give you a tip: Don’t focus solely on money going out….focus also on the money coming into the business. Also, put yourself into the position of the small business owner. What is best for him in the short and long-term? What would you do if you were in the same position? Think also about what is ethical (to the owner, Cathy, the other employees, and future employees).

My advice would be to read the case first. Then read the chapters (including legal considerations starting on page 674) to shape your advice. My assessment will be based on the level of critical thinking demonstrated.

Have fun with this case. It’s a good example of the Law of Unintended Consequences. Feel free to call or email me with any questions.

The case is attached.

The Well Paid Receptionist – 1982.pdf

The book is

Small Business Management: Launching and Growing Entrepreneurial Ventures
– 16.Edition – 2012
Justin G. Longenecker, J. William Petty, Leslie E. Palich, and Frank Hoy
Thomson Learning
ISBN: 0495980706