Situations of Personnel Management

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Uploaded: 15.09.2013
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Description

The specific situation of "premium"
You are head of the labor collective, consisting of two divisions, roughly equal in size, but with different social structure. On predpri¬yatii as the final result of the adoption pro¬duktsii revenue from sales, labor productivity and product quality. Criterion effektivno¬sti - Gross profit. During the quarter, your team performed the basic output indicators, although there were problems with the quality of products. This turned out to be to blame for the department A, which consists mainly of young men. Division B are not to blame for the decline in the quality, but made a number of flaws in the labor distsip¬line which are known in the team. Division B predominantly female, there are often conflicts. Factory Award your unit was snizhe¬na for shortcomings in quality and is calculated in proportion to the number of sotrud¬nikov how long accepted in the enterprise. How and in what proportions you will share the prize?

Insubordinate
Your subordinate employee - accountant Raisa - constantly ignoring Va¬shi Guidelines, clearly performs assigned tasks, working below their capacity. Last its omission led to default kvartal¬nogo plan of subdivision. Before you came to this organization it pretendo¬vala at your place, but was not appointed because of conflict. The work of the organization it is more expensive, because Salary - the only source of income and she has a daughter without a husband. To convert to other units in the specialty can not be an accountant. What do you do with Raisa?

Accident
You work shop superintendent. The second shift of workers is one of the vspomoga¬telnyh Peter intoxicated spoiled dorogo¬stoyaschee equipment. Another worker, Sergei, on the instructions of the wizard trying to repair it, got a work related injury. In the morning the young master Ni¬kolay (running the second year after graduation) saw Peter and Sergei ras¬pivali vodka, and reprimanded them, but they did not listen to him, referring to the fact that Peter's birthday.
Loss section of downtime and the cost of repairs amounted to 20 thousand. Rub. per shift. In Peter it was the third case of misconduct during the year. Sergei had no offense and was considered a good worker. How do you po¬stupite in this situation?

Case study "the percentage of reward"
As competition for production enterprise was passed a recent graduate of a technical college, Vladimir - a specialist in computer technology, previously worked at the Research Institute. Vladimir was the only and beloved son in the family, excellent training, intelligent and well-mannered young man, not married. He enthusiastically took up the job entrusted to him to create a database on the marketing of products. A year later, the work was finished, and he got a decent prize, which bought a personal computer. It is well proved to be at the Nizhny Novgorod Fair, where the exhibited products of the company, it has manifested itself not only program¬mista talent, but also a merchant. Vladimir with such enthusiasm and "Courage" reklamiro¬val the company's products that customer did not rebound. He began charging exhibitions, and about a year later decided to appoint a director of the company Vladimir Head of Commercial Department. Department engaged in procurement and sales. The contract with Vladimir stipulated that along with garantiro¬vannoy salary he would receive compensation in the amount of 5% of the Num-of income derived from the sale of company products. Award di¬rektora how soon learned Vladimir was 10% of revenue. And in this area case Vladimir went very well. .......
It is received Vladimir and director?

Additional information

The specific situation of "conflict"
After the unification of the two SRI petrochemical industry appeared vacant position of Deputy Director for Science. Old director of SRI rather retire than go to the deputies to the younger Director Ersho¬vu. Announced a competition for the position of Deputy Director, which submitted 4 statements, including Sidorov - a lieutenant colonel of the Russian army, PhD. chemical. na¬uk, 40 years old, energetic, he worked as manager. the department in one of the military schools of the city. His discipline, smartness, experience leadership and zavere¬nie director that he "would be in his team," were decisive. Shortly after his discharge from the army, he began work as deputy director. The first year things went brilliantly. There was a good public order. On-order is led in laboratories, purchased new equipment put into production ekspe¬rimentalnoe new product samples, improved discipline in the departments. Sidorov worked with enthusiasm and went "to the court" in the new Research Institute.
He soon made friends with the deputy for economic work Yablokov, who tak¬zhe long served in the army. Both had two daughters, had previously been members of the Communist Party and called for social justice.
The contract guaranteed salary Sidorova was 3 000 rubles. plus military pension 2500 rubles., so that in a year of transition in the Institute, he increased his doho¬dy half.
As a result of the implementation of public procurement director Yershov said his deputies: "I am ready to double over the heads of wages next year, if things go as well in the future. Greater public procurement we will not, and have to work under direct contracts with enterprises to ensure full compliance revenue plan and put into operation a new laboratory building. " In the interests of de¬la Sidorova he appointed the first deputy and handed in his submission a number of new departments, concentrating in his function development strategy uprav¬leniya system and financial management.
Director, was 50 years old. PhD, a well-known scholar in his field, with ho¬roshimi bonds, he led the Research Institute for 5 years. He gave himself completely rabo¬te, working 12 hours. Every day, many new projects were under his leadership, well versed in the economy. It was not without drawbacks: it was straight to the field people; when things began to overwhelm it becomes zanudlivym in operational control and "not slazil" with subordinates; trying to solve many problems at once, sometimes do not have time for the important meetings and business meetings. The staff also was said that "the director is sitting on two chairs", as obedi¬neniya two SRI process was delayed for a year.
For the successful implementation of the annual plan had to be put into operation a new building, to enter into economic agreements on 5 mln. Rubles. and to certify the product ekspe¬rimentalnogo Research Institute. The commissioning of the new building was commissioned Yablokov, and other tasks Sidorov. Soon Director Ershov went to Ve¬likobritaniyu at the invitation of the University of Manchester for the coordination of the pilot certification of the product and purchase a new oboru¬dovaniya.
Director returned a month later, drove to Moscow in the Ministry, and went into the swing of things at the Research Institute, said at the Directorate the following problems.
1. Financing of the state order has virtually ceased. The budget is almost no money, and we have nothing to hope for improvement .....

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