Essays on How to Use Knowledge Management Case Study

Download full paperFile format: .doc, available for editing

The paper "How to Use Knowledge Management " Is a wonderful example of a Management Case Study. Clothes R’ Us is a well-established and fast-growing medium-sized company that has chain stores in cities of Manchester, Birmingham, London, Leeds, and Newcastle. The company deals in the retail of clothes, a business that is gradually picking up following the economic revival. Clothes R’ Us has forty-five employees. The workers are mainly students employed on temporary terms. As a result, full-time employees have been de-motivated since they feel that casual workers are doing very little work in addition to their absenteeism from duty.

This factor has contributed to the high turnover that is experienced in this company. Due to the increased demand for its products, Clothes R’ Us plans to expand to other markets in the region. In the next five months, the organization shall open a branch in Sheffield where they have already bought some premises. However, with the current workforce, they are unlikely to manage the Sheffield store. It is in this regard that that they are looking for recommendations and possible solutions from a consultant.

This report thus examines the problems and issues Clothes R’ Us faces, the legal implications that they need to consider and be aware of and methods that can be applied to sustain a healthy relationship between the management and staff during the period of change. This essay further outlines some of the recommendations and solutions to the problems identified. Problems and issues Clothes R’ Us faces going forward Clothes R’ Us face many problems and issues. The first issue is the increased demand for their demand that does not match their preparedness to handle.

This demand is due to the fact that the economy is slowly gaining momentum. Clothes R’ Us has barely forty-five employees who are currently handling the established chains. To add insult to injury, the organization has a high turnover rate that sees workers leave the company at an alarming rate. This implies that the company spends a lot of resources every now and then to recruit and train new workers who in to leave the company in short a while. This cyclic process of employing people who barely stick to the company will certainly affect negatively productivity of the company( Stevens, R.H. , 2010).

The company is further exposed to the risk of losing important workers who have helped build the business in a long span of time. The other problem the company faces is the breakdown of the existing healthy relationship between the staff and the management. The employees on permanent terms feel overworked. Their counterparts on temporary terms do fewer works and are often never at work. Given that the company has not changed its recruitment policy it is a clear indicator that the complaints that these workers raise have not been addressed.

Such unhealthy relationship has made some workers feel left out and de-motivated. Clothes R’ Us is, therefore, likely to experience more turn over in the future and provoke the eventual downfall of the company. Also, there are chances that the organization’ s Human Resource Management team has some weaknesses that render it ineffective. For instance, given the availability of Human Resource management teams at every branch complaints on recruitment terms would have been addressed to avert the frequent turnovers. Chances are that the HRM team distances itself from the staff and is often hard in touch with the needs, frustrations, and complaints of the staff.

This makes it hard for them to access the necessary feedback from the staff on how the company is progressing.

References

Lopes, J. E., & Delellis, N. O. (2013). Understanding the motivations of the

Multigenerational physician assistant workforce. Journal of the American Academy of Physician Assistants. 26, 46-50.

Schermerhorn, J.R. et al., (2012). Management. 4th ed. Sydney, Australia: John Wiley and

Sons.

Stevens, R.H., (2010). Managing the human capital: How to use knowledge management 2

transfer toknowledge in today's multigenerational workforce. International Business

Research, 3(3), pp.77-83.

Download full paperFile format: .doc, available for editing
Contact Us