CASE ANALYSIS

I. TIME CONTEXT

 April of 1990 Joey De Belen documented the changes in the organization and
the new programs that he will implement in the storage depot following the
direction of his immediate head to clean up the place. Corresponding memos
were given to all staff as well.

II. VIEWPOINT
 The Management has a go signal to Mr. De Belen for the implementation,
review and assessment of the problem. Mr. De Belen can have direct support
from the Management with regards to the threat or warning that he received
from an unknown staff.

III. CENTRAL PROBLEM

 Company employees are lenient and don’t want to participate in the new
direction of Joey which is to clean up the place, put everything in order,
document all the activities and make sure that works are done properly.
Because of this, Joey received a threat from an unknown co worker.

IV. OBJECTIVES
 To be able to create a well structured task and find the cause of the problem of
the Company
 To have an effective way of handling operational and administrative problem
on his area of responsibility
Long run objective:
 To be able to get the support and cooperation of his subordinates and co-
supervisor and find solution to the Company problem

V. AREAS OF CONSIDERATION
 The staff does not want t o change for improvement because they are happy
with disorganization with the depot as it gives them freedom and less
restriction.
STRENGTHS / OPPORTUNITIES:
▪ there is a probability to work together with the staff and know them well
most especially their work ethics and behavior. This chance can motivate the
subordinate to do their functions properly.
WEAKNESSES / THREATS:
▪ big possibility that insubordination will still continue. The staff will still be
disobedient especially when they feel that their old practices are being
eliminated, little by little. To add, the higher management still, will not take
any action to help de Belen in solving the problem because they think he can
do it himself. Other problems that have arisen before he took his leave (such
as tardiness, absenteeism and insubordination) will still continue to exist
VI. ALTERNATIVE COURSES OF ACTION
 Get back to work and talk to the Management about the situation.
 Call and have a meeting with all the employees in the Depot and hear their
side
 Modify some of the policies to give rightful consideration to the employees,
win-win solution for the employees and Company
 Be an authoritative leader with a heart, this way you will win their loyalty and
support
 Review policies, salary and job description, discuss one by one to the
Management for some consideration

VII. RECOMMENDATION
 Joey De Leon must go back to work to properly plan his action and modify some
of the changes that he implements. He must be flexible in some areas and must
learn the culture of the people in the Depot for him to gain their trust. A good
communication between him and the employees is a good start for him to have a
good Management and to start clean slate in the Organization.

VIII. PLAN OF ACTION

 Joey De Leon must face the problem and start fresh. He must get back to work
and plan his actions for the betterment of the Depot. First is to talk to the
Management for support followed by a meeting with the employees. He must
make sure that the employees are part of the solution, in this way the staff of the
storage depot will feel important. Alongside he must force positive behavior and
must know when to reject excuses. A good and a supportive leader who knows
when to say yes or no is a good example to the subordinates.