The Humana Resource Manager an Managing Multiple Responsibilities

Sam Lennox is a human resource manager of the Lakeview plant of Supreme Textile Corporation. Supreme Textile Corporation owned and operated five plants. Sam started with Supremes’ Eastern plant right after college and progressed rapidly through the company. He was promoted to personnel manager. His project is now to implement the management by objectives (MBO) program.

He wanted to implement supervisor training programs, simplify the employee record system, address employee grievance problems which included weak supervisors, poor working conditions, and poor communications and morale.

Various job related problems and issues arose during the day that Sam seemed to ignore or forget about, while out to lunch and daydreaming. He quickly realized on his drive home that he didn’t accomplish much during the day, which made him feel guilty.

He started to realize that while his plans for work as a manager where well intentioned, he wasn’t accomplishing much. He struggled with the work life balance and time management. Human resource management consists of numerous activities.

What areas were illustrated by Sam’s schedule on this particular day? There are several activities that Sam illustrated that day. He was concerned with training and development, labor relations, employee recruitment, motivation and human resource planning. Ivancevich pg 5) At the start of the day his thoughts were on the employees and implementing a system, management by objectives, which would improve the work setting and skill level of employees. He wanted to address grievances as well as hire more people for the shortage he had in some departments due to no shows.

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He was concerned with simplifying the records system and training the supervisor’s. List the areas of ineffective management and time robbers that are affecting Sam.

Some areas of ineffective management that Sam exhibited were the fact that he didn’t have a clear strategy to implement his plan. There was a lack of structure. He wasn’t practicing HRM that would give his employees control of their lives. Sam wasted a lot of time day dreaming about what he wanted to change, but he wasn’t doing anything to implement that, mainly because he didn’t know. He also didn’t know how to manage his work and life balance very well. He didn’t seem have any organization. Discuss Sam’s career progress. Is he now promotable?

Perhaps Sam was pushed to the top to quickly and he lacked the skills to effectively manage. While he may have been a good foreman, it seems he was promoted because the union office was empty, not because he was such an effective manager. He was a nice guy and seemed to be well liked, he was able to rise to the occasion, but it never mentioned that he was ever trained. I wouldn’t think that he is promotable just yet. I would suggest that he takes some training and managers classes that would help him to hone in on his skills that seem to be there, but not yet polished.