Case: Valley Wide Utilities Company Essay

ProblemsA. Macro1. The guild confront with financial inefficiencies resulting from an elaboration of its facilities. 2. prexy Delgado appointed John Givens and Hilda Hirsh to rear a broad show upline of MBO carrying out standards, identify key standards coercive executing, and to a greater extent limitedally, isolate inclinations non tardily attained.B. Micro1. During the past year, action evaluation problems be surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are imminent to leave.I. Causes1. John and Hilda may non have the knowledge or skills to valuate and change performance directs of individuals or teams. 2. Hirsh was only looking for reverse to composing under the cloak of the MBO brassII. Systems affected1. The alliance effective change magnitude the performance level on several items, bur they didnt repose a specific goal. 2. When the problems appeared, the company should talk about i t together, and lift out what they should do next, that they didnt.III. Alternatives1. trim the standard of the system.2. The manager should flummox a plan or goal from the review, then tell the employees how to do next.IV. testimonyThe company should do what I said before.Case valley large utilities companyProblemsC. Macro3. 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 dodge of MBO performance standards, identify key standards controlling performance, and more specifically,isolate goals not easily attained.D. Micro1. 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. Causes3. John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams.4. Hirsh wa s only looking for failure to report under the cover of the MBO systemVI. Systems affected3. The company just increased the performance level on several items, bur they didnt 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 didnt.VII. Alternatives3. 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. RecommendationThe company should do what I said before.Case valley wide utilities companyProblemsE. Macro5. 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. Micro1. During the past year, performance evaluation problems are surfacing, dissatisfact ion is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave.IX. Causes5. 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 systemX. Systems affected5. The company just increased the performance level on several items, bur they didnt 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 didnt.XI. Alternatives5. 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. RecommendationThe company should do what I said before.Case valley wide utilities companyProblemsG. Macro7. 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. Micro1. 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. Causes7. 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 systemXIV. Systems affected7. The company just increased the performance level on several items, bur they didnt set a specific goal. 8. When the problems appeared, the company should talk about it together, and find out what they should do next, butthey didnt.XV. Alternatives7. 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. Rec ommendationThe company should do what I said before.