Morgan-Moe is a major player in the retail industry and has hundreds of store in the upper mid-west. Due to the sharp decline in the manufacturing economy due to which Morgan-Moe has to change its focus to low margin commodities rather than high margin impulse buy. Also there were rumors among the employee and insecurity, which led to the decline in productivity and the motivational factor were lacking. The Vice president for human relation wanted to introduce a motivational program to reenergize the company’s work force. The major areas to focus were type='1'> Changing nature of work Diversity and age Goal setting Organizational downsizing Organizational justice To tackle the situation it came up with 5 options for management system. Program 1: Traditional Management Program 2: Share absence and sick leave Program 3: Share sales and inventory Program 4: Share information and brain storm Program 5: Brain storm without sharing information Based on this program they wanted to analyzed which stores opted for which program and why, the average turnover, weekly profit per month and the staff time cost due to the program. Characters in the case: Jean Masterson CEO of the company. Jim Clauseen, vice president for human relation Victor author of Man’s Search for Meaning. Adequate information: The sharp decline in the manufacturing economy due to which Morgan-Moe has to change its focus to low margin commodities rather than high margin impulse buys. The five program option for management system. Program 1: Traditional Management Program 2: Share absence and sick leave Program 3: Share sales and inventory Program 4: Share information and brain storm Program 5: Brain storm without sharing information To determine: How well Claussen has done with the program? Which parts of the program appear to fit well? What part would you change to get more substantial improvements in the employee motivation?

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Chapter CC, Problem 9CC

Summary Introduction

Case summary:

Morgan-Moe is a major player in the retail industry and has hundreds of store in the upper mid-west. Due to the sharp decline in the manufacturing economy due to which Morgan-Moe has to change its focus to low margin commodities rather than high margin impulse buy. Also there were rumors among the employee and insecurity, which led to the decline in productivity and the motivational factor were lacking.

The Vice president for human relation wanted to introduce a motivational program to reenergize the company’s work force. The major areas to focus were

type='1'>
Changing nature of work

Diversity and age

Goal setting

Organizational downsizing

Organizational justice
To tackle the situation it came up with 5 options for management system.
Program 1: Traditional Management

Program 2: Share absence and sick leave

Program 3: Share sales and inventory

Program 4: Share information and brain storm

Program 5: Brain storm without sharing information

Based on this program they wanted to analyzed which stores opted for which program and why, the average turnover, weekly profit per month and the staff time cost due to the program.

Characters in the case:

Jean Masterson CEO of the company.

Jim Clauseen, vice president for human relation

Victor author of Man’s Search for Meaning.

Adequate information: The sharp decline in the manufacturing economy due to which Morgan-Moe has to change its focus to low margin commodities rather than high margin impulse buys.

The five program option for management system.

Program 1: Traditional Management

Program 2: Share absence and sick leave

Program 3: Share sales and inventory

Program 4: Share information and brain storm

Program 5: Brain storm without sharing information

To determine:

How well Claussen has done with the program? Which parts of the program appear to fit well? What part would you change to get more substantial improvements in the employee motivation?

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