Case: Valley Wide Utilities Company Essay

ProblemsA. macro1. The union set about with financial inefficiencies resulting from an involution of its facilities. 2. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, severalise key standards compulsory performance, and more ad hocally, seize aspirations not advantageously attained.B. Micro1. During the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too mean and unfair, and workers are jeopardize to leave.I. Causes1. John and Hilda whitethorn not bedevil the knowledge or skills to evaluate and change performance levels of individuals or teams. 2. Hirsh was only looking for stroke to report under the cover of the MBO musical arrangementII. Systems affected1. The company just increased the performance level on several items, bur they didnt behave a specific goal. 2. When the problems appeared, the company should tittle-tattle about it together, and specify out what they should do next, but they didnt.III. Alternatives1. Lower the standard of the system.2. The manager should make a image or goal from the review, then testify the employees how to do next.IV. recommendationThe company should do what I said before.Case valley wide 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 outline 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 team s.4. Hirsh was 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, dissatisfaction 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 an d 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. RecommendationThe company should do what I said before.