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Appollo hospital case solution, Tropical storm case solution

Human Resource Management (United International University)

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Case-1
Name of the organization: Apollo Hospital
Apollo hospital has been growing in size as it offers quality, prompt-carrying services to the
patients. Dr. Chandra Sekhar the administrator is a person with medical knowledge but lacks
knowledge and skills involved in human resource management. The hospital has large quantity
of medicines, equipment, spare parts of important machines installed in the hospital. As usual,
the hospital has employed a “storekeeper” with no previous experience of hospital stores.
Mr.Ramakant the store keeper was working earlier in an engineering firm and had sufficient
knowledge of such stores. Ramakant reports to the purchase executive whose job is to order
requisite materials for requirements of the entire hospital, Dr. Chandra Sekhar has been receiving
various complaints from the staff and doctors of non-availability of medicines, drugs, spares of
equipment and other consumables required in the hospital having 500 beds. Since the hospital so
far did not employee a qualified personnel manager, the administrators are not aware of the job
analysis procedures, nor do they have job descriptions and job specifications of any of the job
being performed.

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Summary

Dr. Chandra Sekhar is an administrator of Apollo hospital but skilled with medical knowledge
and has lacking about human resources‟ department works. That‟s why his appointed storekeeper
Mr. Ramakant was not able to perform his work well as he was hired from an engineering
company. That‟s why he made some problems though it is a well-known hospital.

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1. Write down the job analysis, job description and job specification of a store keeper's job.

(Job summary)-Participates in and may oversee the ordering, receiving, inspecting, storing,
issuing and shipping equipment, materials and supplies for hospital departments.

(Qualification)- One year of shipping and receiving/stockroom experience or equivalency; ability

to move heavy objects and possess a knowledge of standard warehousing; and demonstrated
computer literacy, human relations, effective communications and mathematical skills required.

In some areas of assignment may require a valid Utah driver's license with proof of insurability,
a current food handler's permit, and/or completion of a medical terminology course within one
year of employment. Applicants must demonstrate the potential ability to perform the essential
functions of the job as outlined in the position description.

Here, this job description has been designed to indicate the general nature and level of work
performed by employees within this classification. It is not designed to contain or be interpreted
as a comprehensive inventory of all duties, responsibilities and qualifications required of
employs to assigned the job.

Main Functions

1. Orders, receives or oversees the ordering and receipt of material, equipment, stock, and
supplies for the hospital; uses the department's computer system to maintain verification
of all transactions.
2. Researches cost, quality and availability of goods; selects appropriate goods and vendors;
and makes purchases that comply with the department's budgetary guidelines.
3. Assists hospital staff in evaluating new products and suggesting product substitutions
when necessary.
4. Inspects items received for accurate weight, count and condition; verifies that stock meets
specifications and that orders are complete; and resolves order problems with vendors
and departments.
5. Stores articles by style, size, material, etc. according to department procedures; rotates
supplies to ensure that items do not expire before use.

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6. Delivers goods to appropriate hospital or campus areas on a routine or STAT basis; may
oversee the delivery or distribution of goods by filling requisitions and comparing
nomenclature, stock numbers, etc.
7. Repairs and maintains storeroom equipment; appropriately responds to product recall
notices.

8. Maintains a clean, sanitary and orderly storeroom; may make decisions regarding the
physical layout of the storeroom.

9. May order maintenance and parts for trouble reports received from hospital departments
direction in the Manager/Supervisor's absence.

2. Which are the staff members from whom you would collect useful information and
requirements of this job?

Health care works best when it is a partnership between patients and caregivers: To do the
best job, we need your help. Please ask questions and let us know about any worries you
have.

Doctor: Depending on your health care needs, your doctor in the hospital may be your own
primary care doctor, a specialist or a "hospitalist." Examples of specialists are surgeons and
heart doctors. Doctors in training who are supervised by a senior doctor may also be involved
in your care.

Nurse: Our nurses are members of your care team. Your nurse will plan and coordinate your
care, and will also teach you about your illness and help you learn to care for yourself before
you go home. Your nurse will be able to answer your questions and meet with your family to
help them understand your care needs.

Nursing Assistant: Nursing assistants work very closely with the nurse. They will help you
with bathing, getting in and out of the bathroom and checking your vital signs.

Case Management Nurse and Social Worker: You will meet these nurses and social workers
early in your hospital stay. They will help you plan for your discharge and the medical
follow-up you may need when you leave the hospital.

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Housekeeping: Staff will clean your room and bathroom daily and respond to any special
needs for cleaning,

3. What specific standards and specifications would you include in the job description and
specification.
Title-Storekeeper

Job Summary

We are searching for an organized and detail-oriented storekeeper to manage all of the
operations in our storeroom. You‟ll play a key role in the proper care and maintenance of our
stock, including ordering, receiving, and managing inventory.

Requirements and qualification

 Knowledge of proper bookkeeping and inventory management

 Familiarity with standard concepts and best practices in a stockroom or warehouse
environment
 Analytical mind with ability to make accurate mathematical computations
 Excellent written and verbal communication skills
 Competencies in data entry, analysis, and management
 Keen attention to detail and ability to effectively manage time
 Ability to safely and legally operate a forklift
 Skills to operate common office equipment
 Minimum of a high school diploma or equivalent
 2+ years of experience in storekeeping, inventory control, or recordkeeping
 Valid driver‟s license and willingness to acquire and maintain forklift certification
 Physical ability to frequently lift and carry materials weighing up to 25 pounds, and
occasionally up to 50 kgs.

Responsibilities and duties

 Maintain receipts, records, and withdrawals of the stockroom

 Receive, unload, and shelve supplies

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 Perform other stock-related duties, including returning, packing, pricing, and labeling
supplies
 Inspect deliveries for damage or discrepancies and report those to accounting for
reimbursements and record keeping
 Rotate stock and coordinate the disposal of surpluses
 Ensure adequate record keeping and manage all documentation to confirm proper stock
levels and maintain inventory control
 Coordinate the handling of freight, the movement of equipment, and necessary minor
repairs

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Case-2

Tropical Storm Charley

In August 2004, tropical storm Charley hit North Carolina and the Optima Air Filter Company.
M a n y e m p l o ye e s ‟ h o m e s w e r e d e v a s t a t e d a n d t h e f i r m f o u n d t h a t i t h a d t o
h i r e a l m o s t 3 completely new crews, one for each of its shifts. The problem was
that the “Old-timers” had known their jobs so well that no one had ever bothered to
draw up job descriptions for them. When about 30 new employees began taking
their places, there was general confusion about what they should do and how they should
do it. The storm quickly became old news to the firm‟s out of state customers- who wanted
filters, not excuses. Phil Mann, the firm‟s President, was at his wits end. He had about 30 new
employees,10 old-timers, and his original factory supervisor, Maybelline. He decided
to meet with Linda Lowe, a consultant from the local universities business school.
She immediately had the old-timers fill out a job questionnaire that listed all their tasks,
duties & responsibilities. Arguments ensued almost at once- Both Phil & Maybelline
thought the old-timers were exaggerating to m a k e t h e m s e l v e s l o o k m o r e
i m p o r t a n t , a n d t h e o l d - t i m e r s i n s t e a d t h a t t h e l i s t f a i t h f u l l y reflected their
duties. Meanwhile, the customers clamored for their filters.

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Summary

Charley, a tropical storm hits in North Carolina and Optima air filter. For that the company had
to take 30 more employees as many employee‟s homes were devastated. The president, Phil
Mann thought the new employees were not much skilled compared with the previous. So, he met
with two consultant who helped Phil Mann to ensure what actually the old timers employees
attitude toward their job on the basis of some questionnaire and they found that the old
employees were really exaggerate and the customer thought they were in clamored.

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Questions:

-timers’ protests and write up the job descriptions as

they see fit? Why? Why not? How would you go about resolving the differences?
Answer
No, Phil & Linda should never ignore the old-timers‟ protest. Since its the old–timers w h o
have full knowledge about the tasks, duties & responsibilities they used
to perform. Ignoring them may result to turbulence among the workers and
t h e y‟ l l f e e l c h e a t e d h e n c e leading to lower productivity. W r i t i n g j o b d e s c r i p t i o n
w i t h o u t t h e i n f o r m a t i o n a c q u i r e d f r o m o l d - t i m e r s w o u l d b e l i k e climbing
mountain without a guide. Since they know the nature and requirement of the job very well, they
must be asked about the information of the job before writing a job description. To resolve the
problem, I would have used a questionnaire with both structured as well as open-ended
questions. That would have led to lesser confusion and misinterpretation by Phil &
Question:

Answer
I would have conducted the job analysis in one of the two ways. Either I would have used
questionnaire (with both structured as well as unstructured questions) or the
interview method. In the interview method, after collecting the information, I would
further have proceeded to get the i n f o r m a t i o n r e v i e w e d a n d v e r i f i e d b y t h e
i m m e d i a t e s u p e r v i s o r o f t h e i n t e r v i e w e e a n d t h e interviewee. Phil should now
use the information, which is verified and reviewed by supervisor and worker both,
for the training purpose of the new worker. The information consists of task, duties
&responsibilities of the workers. When the workers will be trained accordingly they‟ll know
what to do and how to do, resulting in lesser confusion and time-wastage & increase in
productivity so that Optima Air Filter Company comes back on track.

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Case-3
Carter cleaning company

Based on her review of the stories, Jennifer concluded that one of the first matters she had to
attend to involved developing job descriptions for her store manager.

As Jennifer tells it, her lessons regarding job descriptions in her basic management and HR
management courses were insufficient to convince her of the pivotal role job descriptions
actually play in the smooth functioning of an enterprise. Many times, during her first few weeks
on the job, Jennifer found herself asking one of her store managers why he was violating what
she knew to be recommended company policies and procedures. Repeatedly, the answers were
either “Because I didn‟t know it was my job. “Jennifer knew that a job description, along with a
set of standards and procedures that specified what was to be done and how to do it, would go a
long way toward alleviating this problem.

In general, the store manager is responsible for directing all store activities in such a way that
quality work is produced, customer relations and sales are maximized, and profitability is
maintained through effective control of labor, supply, and energy costs. In accomplishing that
general aim, a specific store manager‟s duties and responsibilities include quality control, store
appearance and cleanness, customer relations, bookkeeping and cash management, cost control
and productivity, damage control, pricing, inventory control, spotting and cleaning, machine
maintenance, purchasing, employee safety, hazards waste removal, human resources
administration, and pest control.

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Summary
Carter Cleaning Company does not have any formal orientation and training programs. However,
C a r t e r w a n t s i t s e m p l o ye e s t o f o l l o w c e r t a i n p r a c t i c e s a n d p r o c e d u r e s
w h i l e d e a l i n g w i t h c u s t o m e r s b u t e m p l o ye e s a r e n o t t r a i n e d a c c o r d i n g l y.
T h u s , J e n n i f e r ‟ s e m p l o ye e s a r e n o t maintaining standards as she expect ed.
other jobs in the store like pressing, cleaning and spotting contain certain steps and
procedures along with standard preferred by Carter. due to lack of adequate training and
orientation, employees face certain issues' the new employees are ignorant about their weekly
payment day, company policy about paid holiday, health and medical benefits and general
matters (clean work area, personal appearance and cleanliness) and so on. Jennifer believes, if
formal orientation and training programs can begin, then employees will know what
Jennifer and her father wants from them and they will do their job in the right way
that is the Carter‟s way.

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1.What should be the format and final form of the store manager’s job description?

There is no standard format as to what should be included in the job description of store manager
but most job descriptions cover the following sections

 Job identification
 Job summary
 Responsibilities and Duties
 Authority of incumbent
 Standards of performance
 Working conditions
 Job specification

2.Is it practical to specify standards and procedures in the body of the job description, or
should these be kept separate?

Not all the standards and procedures are important to mention in the body of job description
except the ones that are relevant and important for the applicants to know i.e. Performance and
Competency standards.

It depends upon the type of job under discussion as to what sort of standards to include.

3.How should Jennifer go about collecting the information required for the standards,
procedures and job description?

First of all Jennifer should conduct a complete job analysis for the job of store manager and she
should also check out existing policies and procedures of the company in place, then she should
use one or more of the following methods for collecting information about Standards, Procedures
and Job description for the job of Store Manager.

 The Interview
 Questionnaire

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 Observation
 Participant Diary/ Logs

In addition to these basic methods Jennifer Carter can also use these Quantitative techniques as
well for measuring job description of store manager

 Position analysis questionnaire

 Department of labor procedures
 Functional job analysis

4.What, in your opinion should the store manager’s job description look like and contain?

The Sore manager‟s job description should look like and contain the following things.

Carter Cleaning Center

Store Manager
Job Description

Title 2025 Store Manager

Department(s) Cleaning

Reports to President (Jennifer Carter)

Job summary

The store manager is responsible for directing all store activities in such a way that quality work
is produced, customer relations and sales are maximized and profitability is maintained through
effective control of labor supply and energy costs

Summary of essential job functions

In accomplishing the general aim the store manager‟s duties and responsibilities are

 Quality control
 Store appearance and cleanliness
 Customer relations

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 Bookkeeping and cash management

 Cost control and productivity
 Damage control
 Pricing
 Inventory control
 Spotting and cleaning
 Machine maintenance
 Purchasing
 Employee safety
 Humane resource administration

Knowledge, skills and abilities

(The knowledge, skills and attitudes required for satisfactory job performance)

Knowledge

The incumbent must have proficient knowledge in the following areas:

 Customer service
 Accounts payable accounts receivables
 Store and motel management and administration

Skills

The incumbent must demonstrate the following skills:

 excellent customer service and  effective written communications

interpersonal skills skills
 effective verbal and listening  decision making skills
communications skills  time management skills
 analytical and problem solving skills

Personal Attributes

The incumbent must also demonstrate the following personal attributes:

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 be honest and trustworthy

 possess cultural awareness and sensitivity

The Store Manager would normally attain the required knowledge, skills and attitudes
through

related in experience in a retail setting. Equivalencies will be considered.

Disclaimer

The above statements are intended to describe the general nature and level of work being
performed by people assigned to this classification. They are not to be construed as an exhaustive
list of all responsibilities, duties, and skills required of personnel so classified. All personnel may
be required to perform duties outside of their normal responsibilities from time to time, as
needed.

Additional information

HR use only

Job code

Generic title

Pay grade

Management? (Yes/No)

E/NE status

Last revised

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Case-4
Finding People Who Are Passionate About What They Do
Trilogy Enterprises Inc. of Austin, Texas, is a fast-growing software company, and provides
software solutions to giant global firms for improving sales and performance. It prides itself on
its unique and unorthodox culture. Many of its approaches to business practice are unusual, but
in Trilogy's fast-changing and highly competitive environment, they seem to work.

There is no dress code and employees make their own hours, often very long. They tend to
socialize together (the average age is 26), both in the office's well-stocked kitchen and on
company sponsored events and trips to places like local dance clubs and retreats in Las Vegas
and Hawaii. An in-house jargon has developed, and the shared history of the firm has taken on
the status of legend. Responsibility is heavy and comes early, with a lust do it now attitude that
dispenses with long apprenticeships. New recruits are given a few weeks of intensive training,
known as °Trilogy University" and described by participants as °more like boot camp than
business school! Information is delivered as if with °a fire hose: and new employees are expected
to commit their expertise and vitality to everything they do. Jeff Daniel, director of college
recruiting, admits the intense and unconventional firm is not the employer for everybody. But it's
definitely an environment where people who are passionate about what they do can thrive." The
firm employs about 700 such passionate people. Trilogy's managers know the rapid growth they
seek depends on having a staff of the best people they can find, quickly trained, and given broad
responsibility and freedom as soon as possible. CEO Joe Liemandt says, at a software company,
people are everything. You can't build the next great software company, which is what we're
trying to do here, unless you're totally committed to that. Of course, the leaders at every
company say, 'People are everything' But they don't act on it." Trilogy makes finding the right
people (it calls them 'great people') a companywide mission. Recruiters actively pursue the
freshest, if least experienced, people in the job market, scouring college career fairs and
computer science departments for talented overachievers with ambition and entrepreneurial
instincts. Top managers conduct the first rounds of interviews, letting prospects know they will
be pushed to achieve but will be well rewarded. Employees take top recruits and their significant
others out on the town when they fly into Austin for the standard, 3-day preliminary visit. A
typical day might begin with grueling interviews but end with mountain biking, rollerblading, or
laser tag. Executives have been known to fly out to meet and woo hot prospects who couldn't
make the trip.

One year, Trilogy reviewed 15,000 résumés, conducted 4,000 on-campus interviews, flew 850
prospects in for interviews, and hired 262 college graduates, who account for over a third of its
current employees. The cost per hire was 513,000; Jeff Daniel believes it was worth every penny.

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Summary

Trilogy Software, Inc., of Austin, Texas, is a fast-growing software, prides itself on its unique
and unorthodox culture. Many of its approaches to business practice are unusual. There is no
dress code and employees make their own working hours; Responsibility is heavy and comes
early, with a “just do it now “attitude that dispenses with long apprenticeships; Information is
delivered as if with “a fire house,” and new employees are expected to commit their expertise
and vitality to everything they do. New recruits are given a few weeks of intensive training,
known as Trilogy University and described by participants as “more than business school.” The
company believe that, „People are everything ‟ and the rapid growth they seek depends on having
a staff of the best people they can find, quickly trained and given broad responsibility and
freedom as soon as possible.

Trilogy makes finding the right people (it calls them “great people”)as a companywide mission.
Recruiters actively pursue the freshest, if least experienced, people in the job market, scouring
college career fairs and computer science departments for talented overachievers with ambition
and entrepreneurial instincts. Employees take top recruits and their significant others out on the
town when they fly into Austin for the standard, three-day preliminary visit. One year, Trilogy
reviewed 15,000 resumes, conducted 4,000 on-campus interviews, flew 850 prospects in for
interview, and hired 262 college graduates. Although the working criteria‟s seem different from
the other companies, it‟s an environment where people who are passionate about what they do
can thrive.

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1. Identify some of the established recruiting techniques that apparently underlie Trilogy's
unconventional approach to attracting talent.

Answer

The various recruiting techniques that the company uses are:

• Recruiters pursue fresh graduates even though the fresher are least experienced. They select
them for job markets scouring college careers fairs and computer science departments

• Top managers conduct the first rounds of Interviews, telling the fresher's that they will be
pushed to reach their goals but finally they will be rewarded for the contributions they do.

• Employees take top recruits and their significant others out on the town when they fly into
Austin for the standard 3-day preliminary visits.

• A typical day will start with extremely demanding interviews but end with mountain biking,
rollerblading or laser tag. Executives fly out to meet and woo hot prospects who couldn't make
the trip.

2. What particular elements of Trilogy's culture most likely appeal to the kind of employees
it seeks? How does it convey those elements to job prospects?

The various cultural elements that appeal to the creative and zealous employees are:

• There is no dress code and employees make their own hours, often very long.

• They tend to socialize together both in the offices well stocked kitchen and on company
sponsored events and trips to places like local dance clubs and retreats in Las Vegas and Hawaii.

• New recruits are given a few weeks of intensive training specific to the organization so as to
make them more apt for the work.

3. Would Trilogy be an appealing employer for you? Why or why not? If not, what would it
take for you to accept a job offer from Trilogy?

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Of course, the organization is enticing for any person as it gives them a lot of opportunities for
growth. They do a wonderful job in recruiting best employees.

However, I feel it would be good if they could retain the employee for longer time by giving
them the best training.

4. What suggestions would you make to Trilogy for improving its recruiting processes?

Instead of top manager the HR team could help the company in carrying interviewing process by
which the responsibilities are fulfilled successfully. This would save the valuable time for the top
managers, who can interact with the selected candidates later.

Best candidates could be sorted out and given perfect training in correct time for improving the
companies' productivity otherwise everything is fine.

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If you need any solution, inform me

Md. Golam Kibria

United International University

Bangladesh

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