Essays on GC Furniture HR System Case Study

Download full paperFile format: .doc, available for editing

The paper 'GC Furniture HR System " is a perfect example of a management case study. Hannah Claybrooke is undertaking a part-time MSc degree at a local university and she has been prompted to consider the company’ s performance system. The financial matters of GC Furniture are handled by the computer package; however, management control is not conducted in any formalized way. Since all the financial and numerical data, relating to the company’ s performance is taken care of by a computer program; the only area where the emphasis needs to be laid is management control.

As mentioned above, the company namely GC Furniture maintains no formal management system so it should adopt a system that would suit its requirements and help flourish the company. An ideal system for a small organization like GC Furniture could be a one, which embodies retrieval of qualitative data with reasonable accuracy. This system would take into account the data of every individual employee who contributes substantially to the progress of the company and make comparisons with a set standard. In my view, the system should comprise of three inter-related components, which would assist the company in possessing considerable control of the management. Firstly, it needs to develop a computerized HUMAN RESOURCE MANAGEMENT SYSTEM which may be developed by any notable software house.

The HR system would contain qualitative and quantitative data of every employee for instance name, designation, address, salary and job assignments. Moreover, in order to keep a check on the regularity of workers, every individual working in the company would be given a magnetic card. This card would have to be checked in the system everyday while entering and leaving the office.

Doing so, the company would be able to create a correlation between the working hours and the quality of work generated. However, the whole information shall be password protected whereby allowing access to very few individuals of the senior management.

References

:

Garvin, D. A. (2000) Learning in Action. A guide to putting the learning organization to work, Boston, Mass.: Harvard Business School Press. p 99

Cohen, D. and Prusak, L. (2001) In Good Company. How social capital makes organizations work, Boston: Harvard Business School Press.

Sugarman, B. (1996) ‘Learning, Working, Managing, Sharing: The New Paradigm of the Learning Organization"’, Lesley College, http://www.lesley.edu/journals/jppp/2/sugarman.html

Norman Desoza, (1989), Conflicts and Reliability Chap 25, p 467, copyrights University

Church Press Canada, 1989

Bolman, L. G. and Deal, T. E. (1997) Reframing Organizations. Artistry, choice and leadership 2e, San Francisco: Jossey-Bass. 450 pages.

Kerka, S. (1995) ‘The learning organization: myths and realities’ Eric Clearinghouse, http://www.cete.org/acve/docgen.asp?tbl=archive&ID=A028.

Dixon, N. (1994) The Organizational Learning Cycle. How we can learn collectively, London: McGraw-Hill. p33

http://www.360plusfeedback.com/ visited on September 13,2007

Robbert Grill , (2004), Finding Effective 360 Evaluators, , Edition 3, p247

Santa Maria Joseph, (2006), Organization Behavior, 4th, p434

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