Case: Valley Wide Utilities Company Essay

Problems A. Macro 1. The company faced with financial inefficiencies resulting from an expansion of its facilities. 2. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, identify key standards controlling performance, and more specifically, isolate goals not easily attained. B. Micro 1. During the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave. I. Causes 1. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams. 2. Hirsh was only looking for failure to report under the cover of the MBO system II. Systems affected 1. The company just increased the performance level on several items, bur they didn’t set a specific goal. 2. When the problems appeared, the company should talk about it together, and find out what they should do next, but they didn’t. III. Alternatives 1. Lower the standard of the system. 2. The manager should make a plan or goal from the review, then tell the employees how to do next. IV. Recommendation The company should do what I said before. Case: valley wide utilities company Problems C. Macro 3. The company faced with financial inefficiencies resulting from an expansion of its facilities. 4. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, identify key standards controlling performance, and more specifically,  isolate goals not easily attained. D. Micro 1. During the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave. V. Causes 3. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams. 4. Hirsh was only looking for failure to report under the cover of the MBO system VI. Systems affected 3. The company just increased the performance level on several items, bur they didn’t set a specific goal. 4. When the problems appeared, the company should talk about it together, and find out what they should do next, but they didn’t. VII. Alternatives 3. Lower the standard of the system. 4. The manager should make a plan or goal from the review, then tell the employees how to do next. VIII. Recommendation The company should do what I said before. Case: valley wide utilities company Problems E. Macro 5. The company faced with financial inefficiencies resulting from an expansion of its facilities. 6. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, identify key standards controlling performance, and more specifically, isolate goals not easily attained. F. Micro 1. During the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave. IX. Causes 5. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams. 6. Hirsh was only looking for failure to report under the cover of the MBO system X. Systems affected 5. The company just increased the performance level on several items, bur they didn’t set a specific goal. 6. When the problems appeared, the company should talk about it together, and find out what they should do next, but they didn’t. XI. Alternatives 5. Lower the standard of the system. 6. The manager should make a plan or goal from the review, then tell the employees how to do next. XII. Recommendation The company should do what I said before. Case: valley wide utilities company Problems G. Macro 7. The company faced with financial inefficiencies resulting from an expansion of its facilities. 8. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, identify key standards controlling performance, and more specifically, isolate goals not easily attained. H. Micro 1. During the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave. XIII. Causes 7. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams. 8. Hirsh was only looking for failure to report under the cover of the MBO system XIV. Systems affected 7. The company just increased the performance level on several items, bur they didn’t set a specific goal. 8. When the problems appeared, the company should talk about it together, and find out what they should do next, but  they didn’t. XV. Alternatives 7. Lower the standard of the system. 8. The manager should make a plan or goal from the review, then tell the employees how to do next. XVI. Recommendation The company should do what I said before.