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Management of Organization Theory- Case Study

Management of Organization Theory- Case Study

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Published by Chong King Wei
The case is about the evolution of the law office of Jeter, Jackson, Guidry and Boyer. In 1992, David Jeter and Nate Jackson started a small general law practice near Sacramento, California after spent five years in the district attorney’s office.
The case is about the evolution of the law office of Jeter, Jackson, Guidry and Boyer. In 1992, David Jeter and Nate Jackson started a small general law practice near Sacramento, California after spent five years in the district attorney’s office.

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Published by: Chong King Wei on Oct 15, 2009
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06/18/2013

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Summary of the caseThe case is about the evolution of the law office of Jeter, Jackson, Guidry andBoyer. In 1992, David Jeter and Nate Jackson started a small general law practicenear Sacramento, California after spent five years in the district attorney’s office.While they began the small partnership, there are only two attorneys and a paralegal.But, now it has grown to a firm that has more than 27 people in three different towns,which consist of 18 attorneys, 3 paralegals and 6 secretaries. 3 out of 18 attorneys had become partners.After some period, for the first time in the firm’s existence, the partners feltthat the overall operation of management has lost control. Several factors had grownfar beyond anything that the original partners had ever imagined. Then, attorney Jeter called a meeting with partners to discuss about the matter. Before meeting, opinionsand proposed solutions were seek from the entire staff. Thus, the formal decision of the meeting is to create a new position, which is General Manager of operations withspecific job descriptions. The general manager has to submit an annual report to the partners with specific action plans for improvement and change.Therefore, a search committee is formed and after two months, the committeeoffered Brad Howser, who is a longtime administrator from the insurance industryseeking for final career change and a return to his California roots, the new position.However, Howser stated clearly that he would only commit to five years employmentand then likely retire. In the beginning days of Howser in the firm, he did not changeanything but he more likely to observe the operations and get to know well with staff in the firm. About six months in the firm, he become more outspoken and assertivewith the staff and started to change by establishes several new operational rules and procedures. He began by changing the regular working time. He is very strict on thenew regulation implied. He does not care the staffs’ explanation and hurt them deeply.Furthermore, he shortens the length of time that it took to receive payment for services rendered to the firm’s clients. There are clients paid their bill in 30 days,60days and even 120 days. Howser composed a strongly worded letter demanding for immediate payment in full or else legal action might be taken on those who did notrespond. Although some payment were received soon after letter had been sent out butthere are more letters and calls to complaint about the letter receive especially thecustomers, whom had been with the firm since its inception.Howser is given a budget on advertising and promotion for purpose of expanding client base as well. One of the paralegals suggested that he might need toconsult several attorneys who knew well about the local market to plan theexpenditure but he refused it and decided working alone because he says mostattorneys know nothing about marketing. Besides, Howser had weekly staff meetingto try bringing all people together to form a team. Howser and most of the timetalking about successful management techniques proven in insurance industry ran themeetings hour-long.In enhancing community relations, Howser is very generous with many localgroups such as historical society, garden clubs, recreational sports programs andothers by issuing checks and authorized donations more than $25,000 in less than 6months. He believes these will payoff well in the future to the firm. In controllingcost, he reviewed each line item carefully. His intention is to increase revenues bycutting down expenses. He reduces attorney’s budget for travel, meal, and

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