Tgif Case

TGIF Case Problems: Macro – Quantum Software is experiencing problems in regard to their liabilities due to their TGIF beer bust parties. Quantum is also facing the issue of continuing success in sales. Micro – Quantum over works their employees and is using the beer bust parties to keep morale high. Some employees however are taking advantage of the free beer every Friday and are consuming too much. Causes: {draw:frame} Quantum has had much success in the past three years of its existence. While that is a huge positive it comes with some responsibilities. One is keeping up on staffing issues.
Quantum seems to be highly under staffed and is asking employees to work 16 hour days 6 days a week. The over worked employee gave Erin, one of the owners an idea as these individuals need to blow off some steam after these horribly long weeks Quantum is asking them to work. Another cause for their current situation concerning the beer bust Friday is Erin was its convincer. She now has a vested and seems to be bias interest in keeping beer bust Fridays despite the risk it lends to the organization. It seems that the problem would not have even come to pass if the first issue of under-staffing would have been addressed.
Instead now a chain reaction of causes has taken place: Alternatives: Quantum has several options to mitigate the issue of too much liability which could affect their profits. First Quantum could ask every employee to do a breathalyzer test and sign a waiver before driving home, leaving no liability to Quantum. Another alternative to their current state is hiring more people. Obviously the work to employee ratio is too high. Quantum could move beer bash Fridays to a bar, giving the liability of when to stop serving the employees beer to the bar and its owners.The last alternative to discuss in this forum is instead of having beer bashes to just give the employees every Friday afternoon off to do with what they please. Recommendations: First, Quantum owners, Erin and Stan need to sit down with the attorney Bill and review exactly their liabilities and the kinds of suites they would be up against if something went wrong. Instead of beer bash Friday, Quantum should have a monthly happy hour at a local bar, and reassess the work load they have and hire the appropriate amount of people so that the employees have normal working hours of 40 hours a week.
Also, take the opportunity with the current employees and create a psychological contract to bring out any underlying expectations both the employees have about Quantum and what Quantum has towards the employees. Both changes still provide Quantum the corporate climate they seem to be trying to attain with beer bash Fridays, however they mitigate the need for employees to ‘blow off steam’ and helps boost moral through comfortable workloads and social happy hours monthly.
Lastly, by putting into place a planned change control process for future issues as Quantum grows they will be able to mitigate these types of liabilities in the future. OD Practioner Behavior Profile One “Self-Assessment Exercises” will help you gain insight into yourself and your preferences. This understanding is directly applicable to your development as an O. D. practitioner. You are expected to share the results and to discuss their implications for practitioner effectiveness with the instructor.
You are encouraged to share them with your classmates online. Weekly reflection Recently at DST Systems, DST has experienced changes in the business environment. DST saw these changes when the organization started utilizing strategies such as restructuring, de-layering, downsizing, merging and acquiring. This has left the organization faced with great challenges in managing associates retention. While reading this week’s chapters I saw DST in several of the key terms, specifically during the NOGO case and describing their management style as Sluggish.
DST is a great example of a Sluggish management organization. Seniority and hangers (people who just hung around and grabbed a paycheck) were the individuals rewarded. Three weeks ago I left DST after 5 years of service. I did so because of that mentality. They have operated for the last 30 months in the red. Change is upon them now as it is a cost concern. Instead of going about change in a positive and forward way, DST instead is laying off people without doing a re-organization to utilize their untapped human potential.
I stayed during the layoffs and fortunately did not lose my job from it being cut. When I saw however their lack in communication about the layoffs and there was no change process communicated as no additional changes were going to be made, I decided that this corporation wasn’t moving in a direction that was positive and got out. My fear is one day DST Systems, who was once quite an innovative and inspiring corporation with a phenomenal background, will be a case in a text book for another MBA student to learn what not to do and asses where they stepped incorrectly.
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