Management - Case Study

Management
MANAGEMENT – CASE STUDY
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Management
Scenario – Managing workload
Question 1  What are the key issues for John in terms of his time management
practices?
Answer 1  John is facing a number of key issues when it comes to the management of his
time in the workplace. John clearly is a hard-working employee who wants to be the best at
everything. A key issue that John is facing in his time management practices is that has not
clear set of work that he needs to do and the work that he needs to delegate. He has no
particular schedule, which could allow him to allocate time to different things scientifically
i.e. in accordance to their importance (Polevio, 2018)
Question 2  What could John do to be more effective with his time?
Answer 2  To be more effective with his time, John should clearly plan his schedule at the
very beginning of the day. He should list down the activities that he needs to perform in a
single day in order of their importance and urgency and should also allocate an average time
that he would spend on a particular activity. Once an activity is completed, he can then strike
it off from the list and can move on to the next activity
Question 3  How could John better assess and prioritize his workload to ensure that
tasks are completed within identified timeframes?
Answer 3  John needs to follow a scientific time management approach, which would
allow him to allocate a specific time period to an activity on the basis of its importance and
urgency. The condition that John is facing can be dealt with in a better way if John starts to
assess his work load a day before itself (FOJUT, 2018). This would allow John to prepare
himself for the upcoming tasks and assess his workload in a better way.
In addition, John can also keep a time-log with himself, which would help him in keeping a
track of his time and important activities. Before the start of a day, John can also create a to-
do list, which would comprise of all the important tasks that John is required to do in a
particular day in accordance with the priority. Eisenhower Matrix can also be used by John to
identify tasks that need to done first, scheduled, delegated and the ones that are not to be
done.
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Management
Question 4  How could John better plan and organize work commitments to ensure
that deadlines and objectives are met?
Answer 4  John needs to start delegating authority to his juniors as soon as possible and
hold them accountable for their job duties and responsibilities (Graham, et al., 2015). John
should set out clear deadlines for his employees and should also ensure that their performance
ratings are based on their ability to achieve a desired outcome within the time period that has
been specified to them.
Question 5  What systems and tools could John be using to better manage the store?
Answer 5  John can use a number of systems and tools to manage the store in a better way.
John can make use of Gannt charts to prepare work schedules and can also acquire an ERP
business suite that would help them in their supply chain management operations, employee
schedule management and customer relation management as well.
Question 6  How could John communicate with his manager to ensure that work
goals and objectives are understood and agreed in accordance with organizational
requirements?
Answer 6  John can involve his manager as well as his juniors to ensure a better
understanding and fulfilment of work goals and objectives. John can set out a clear
organisational goal or objective by getting in touch with his manager and can then break that
goal or objective down into smaller and achievable work goals and objectives with the help
of his employees. Involving the employees will ensure formulation of better goals and the
employees will also be able to have a better clarity.
Question 7  How could john ensure that feedback on performance is actively sought
and evaluated from colleagues and clients in the context of individual and group
requirements?
Answer 7  John can start a system of 360-degree performance feedback where every
employee receives performance feedbacks from their co-workers, juniors, seniors as well as
the customers (Das & Panda, 2017). The feedback can be obtained from the stakeholders at a
regular interval and can be assessed at a gap of three months.
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