Need to write to terminate the carpenter from employment. Therefore a months' notice needs to be issued. Introduction/case summary: When employees are continuously being absent and not responding and attending clients needs, they may get furious and suspend the consultant. This indeed will lead to a bad reputation to the company. Therefore the organization needs to take measures on assisting and resurrecting these employees. Further, if they still don't change their self the organization could take disciplinary actions against them.

Question

At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

Answer 1

Question

Chapter 6, Problem 1AYSED

Summary Introduction

To determine:

Need to write to terminate the carpenter from employment. Therefore a months' notice needs to be issued.

Introduction/case summary:

When employees are continuously being absent and not responding and attending clients needs, they may get furious and suspend the consultant. This indeed will lead to a bad reputation to the company. Therefore the organization needs to take measures on assisting and resurrecting these employees. Further, if they still don't change their self the organization could take disciplinary actions against them.

Expert Solution & Answer

Trending nowThis is a popular solution!

See solution

Check out sample textbook solution

Students have asked these similar questions

At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’sgeneral counsel, who also oversaw human resources. It had been a long day at the company’sBirmingham, England, headquarters, and in the early evening the two were going over theevaluations of each of Lance’s direct reports. Lance was struck by what he saw in CFO DamonEwen’s file. Most of the input was neutral, which was to be expected. Though brilliant and wellrespected, Damon wasn’t the warmest of colleagues. But one person had given him the lowestratings possible, and from the written remarks, Lance could tell that it was Ahmed Lund, Barker’shead of sales. One read: “I’ve never worked with a bigger control freak in my life.”“These comments are pretty vicious,” Lance said.“You’re surprised?” Nina asked.“I guess not,” Lance acknowledged.His CFO and his sales chief had been at loggerheads for a while. Ahmed’s 360 also contained afew pointed complaints about his working style1—no doubt from Damon.Lance…

At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…