Key facts
Copper pharmaceuticals, Inc were a major manufacturer for prescription drugs for medical and dental professions.
Sales are done mainly with the detailers who were pharmacy school graduates and had couple years of experience as registered pharmacists in drugstores.
Bob Marsh, with CPI for 12 years, married and had two children
Marsh's initial salary was $35,000 and been raised to over $60,000 throughout his time with CPI
Marsh has 6 different field supervisor throughout the time he was with CPI
60% of detailers had 10 or more years with CPI and only 8% turnover rate per year.
CPI's detailer's total earning ranged from $40,000 to $80,000 yearly bonus inclusive.
CPI has total of 35 district mangers, they were expected to spend 3 to 4 days per week on the field with the detailers. The district mangers reported to one of the 6 zone managers.
The overall performance appraisals from mangers are satisfactory except being much unorganized.
Other than the first district manager John Meredith, all the other mangers worked less than 3 years with Marsh.
Marsh has been on probation twice
Franklin terminated Marsh with a short discussion in a hotel meeting.
A week after Marsh's resignation, he called the CPI zone office for an appointment with the zone manager, and the zone manger refused
During the following weeks, the president of CPI received several letters from customer stating the disbelief and perplexity over the unexplained dismissal of one of the finest detailers in the area.
Step 2 - Determining the Root Problem & Step 3 - Identifying the Problem Components
The current challenge facing CPI is whether or not the dismissal of Marsh a management failure that lend to complaints from...
... middle of paper ...
...may be future threats to the company's management that another employee would utilize something similar to force the company not to terminate he/she or do a rehiring process.
The alternative solution could be do an internal review of the management process of what went wrong and change the management style internally without disclosing any detail to the low level managers. In additional to that, CPI will send response letters explaining Marsh was terminated due to business decision and a new detailer would follow up their account and promise them the new detailer will only serve them better.
REFERENCE:
"Crisis management in today's business environment: HR's strategic role", Lockwood, Nancy R. Dec 2005, http://www.allbusiness.com/human-resources/851086-1.html
"Putter Staff First" Cats Recruit,
http://www.arimi.org/arimi/Filedownload/StraitsTimes12Dec06.pdf
Working in the pharmaceutical industry, there are different types of environments you could possibly work in. There are chain pharmacies, like any kind of grocery store or CVS. There are franchise pharmacies, which are also known as apothecaries. Also, there are community pharmacies, which are also known as retail pharmacies. Some of them are independent pharmacies, which is usually owned by a pharmacist or a group of pharmacists.. There are hospital pharmacies, in which are in the hospital. There are many more different types, these are only a few.
What is the background and work history of the decision to terminate all of the Junior Executive Secretaries?
The drug manufacturing industry is concerned with the development, production and marketing of drugs which are to be used as medication. This is one of the oldest industries in the world. The first drug stores date back to the middle Ages. Some of today’s pharmaceutical companies have been founded in the beginning of the previous century. Important discoveries have been made in the early 20th century such as insulin and penicillin who became mass produced. More drugs were developed during the 1950s-1960s such as contraceptives and heart drugs. During that time numerous organizations and declarations were established in order to regulate the industry. Until the 1970s the drug manufacturing industry remained relatively small, and then it began expanding quickly. With the development of technologies and the internet research, manufacturing, marketing and sales of drugs became a lot easier.
The end of this case is very interesting. A secret meeting, and a board decision that was against who I actually thought they would end up getting rid of. Getting rid of Tim doesn't really solve the problem, as a matter of fact I think it weakens the company. Malcolm's strong point is not running the everyday company, and that what Tim was fairly good at. Malcolm creating this new operating plan is going to be a strain on him, and possibly will not solve any of the problems currently facing the company, and more then likely he'll find himself out of a job, much like his friend Tim. But his greatest mistake probably is not bailing with Tim. Sometimes things simply do not work out, and it's time to move on to greener pastures. In this case, Malcolm worked well with Tim, because there was a level of trust, there was a level of dedication. Without Tim, I don't think Malcolm can drive the company out of it's current bad stretch. The operating plan is going to have to be a massive swing in direction, with many changes to the current structure of operating divisions, current sales departments, and integration of all acquisitions over time. Of course developing such a document is no easy task; lets see if I can piece together something, as well as point out some misstep's that the company made.
The main problem, in this case, is involving Vermont Teddy Bear which was John Sortino in 1981 is that the companies point of sale system was severely lagging behind. In 2011, The company struggled with major surges in customer periods, for example, Valentine's day and Christmas Eve this occurred because of VTB's intricate middleware system. The issue may have happened because instead of revamping it's system during down periods the company attempted to do patch work jobs over time. This is quite alarming because a major retailer would not have these types of issues with the system when they need it most. Which leads to the next point of the IT supervisor being faced with a dilemma on what to improve prior to the next surge period(Mother's
Identify and sort out and summarize the problem(s). Decide which is the most important problem.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
been with Company X for 2 years. FMLA requires an employee be with a company for 12 months and
The key factors behind this high turnover are more related to the fact that there is no career development programmes inside the company than to salary issues, as a wage survey has revealed, Electronic Applications pays 5-8% above the market.
The appointed regional directors, attempted to strong arm and change the culture of the EPA Seattle office evidenced by the abuse of authority, the blatant legal violations and the disregard for the seasoned employees that helped build the organization by threatening, demoting and firing competent
Unknown. "Employee Turnover - A Critical Human Resource Benchmark." hr Benchmarks December 2002: 20 – 23
After a poorly written memo caused hard feelings and loss of morale, the company decided to
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
The comments and scores indicate staff is unhappy with office communication. Currently, he communicates any problems he feels need to change. Also he does not like e-communication or meetings.
After meeting with the president and listening to the issues and concerns regarding, Jack I would highly recommend for a personal improvement plan (PIP) to be developed. I would suggest for the president to have a one-on-one meeting with Jack regarding the negative feedback he has received from the staff. Jack should be fully aware of the expectations that are being sought as a result of this improvement plan. When laying out the areas of improvement, the first concern would be the negative attitude he has toward his staff. Next, would be to address the several complaints on company surveys from his department as well as outside of his department. These situations take time so I would recommend a 90-day plan with a follow up with the employees immediately after the plan has exhausted. The purpose of the PIP would be to improve employee morale, create a healthier work environment, and assure that the employees are receiving adequate support and resources needed to perform productively. Jack would also be informed of the consequences he could face if he is not compliant and open to this PIP. I would suggest for an outside,