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MBA 601: Human Resource Management Final Examination INSTRUCTIONS TO CANDIDATES HERE Read the questions carefully and answer all the questions from...

please assist in answering the questions of Mary's corey Case as specific as you can.

MBA 601: Human Resource Management Final Examination INSTRUCTIONS TO CANDIDATES HERE Read the questions carefully and answer all the questions from both the cases below. The submissions date for the examination is 21 st April, 2016 (Abu Dhabi) and 22 nd April , 2016 (Dubai) and only hard copy submissions are acceptable. You are advised to use the marks allocated to each question as a guide to the time to allocate to the questions and the length of response. All the answers must be drafted in the soft copy of answer script book provided. Ensure that your name and students’ number are written correctly on the copy of the examination script book. No extension will be granted without proper documentary evidences. Answer script is subject to mandatory plagiarism check. Any answer scripts found plagiarized will be graded ‘0’ and the student will have to repeat the examination by paying a penalty of AED 1500.
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Case 1: Attempt all questions. Answer comprehensively as you can. Goal Setting David Brooks was one of the most liked managers at the Financial Security Investments. In an industry known for its cutthroat competitiveness, high employee turnover, low loyalty, and high employee mobility, the 20 brokers who reported to Brooks had surprisingly long tenures and strong loyalty to the company. They were all high performers with well- established clients who would deal only with them. They also displayed an unheard-of level of cooperation in helping one another, training new brokers, and supporting others areas of the company. At Financial Security Investment, it is important to increase the number of clients on annual basis, increase the client’s investment portfolios and keep great relation with the clients. Increasing profit and reducing cost has been Brook’s deliverable while keeping the team motivated, engaged and committed! Brook's group had the lowest training costs and one of the best performance ratings among the five brokerage groups at Financial. Brooks's brokers had nothing but praise for him. They described him as one of the fairest managers around. They said he really knew the business and took excellent care of his people. He provided them with extensive training, rewarded them fairly, supported them in their disputes with other departments and groups, and represented their interests with upper management. They all knew he demanded excellent performance, but they also knew they could count on him to be flexible in accommodating their personal lives and the ups and downs that are an inherent part of the investment business. Brooks had been with Financial for close to seven years. Within his first three years there, he had received four quick promotions, leading to his current appointment as group manager three years earlier. Brooks liked his job. Working with brokers and clients was exciting and always offered something new. He got along well with his manager, who praised him for his group's excellent performance and relied on him to train new brokers and to resolve problems in other parts of the company. However, Brooks felt that he was somehow stuck. His several recent requests for promotions and his two applications for higher-level positions had been denied. He became particularly frustrated when he compared himself with Leslie Baskin, who joined the company a year after he did and was now being made an associate vice president in the strategic division. Like Brooks, Baskin had been a group manager and until the new promotion, she and Brooks had reported to the same division manager. Baskin had managed three different groups in a very short time period, which some attributed to the brokers' extreme dislike of her. Although her groups performed well enough, their turnover rate was high. In many ways they were more like the rest of the industry than Brooks's group: they were fiercely competitive, cutthroat loners who cared only about themselves. Baskin herself matched that profile. She spends most of her time with upper management developing big accounts. She was always ready with a flashy proposal for the big projects. She managed to make her presentations when all the top executives were present. Although she never mentioned any
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Case Questions.doc

Student’s Name Surname
Instructor
Course title
Date
Case Questions
1. Discuss. The main issue in the case is the dysfunctional attribute of Mary one of the
company employee. She had been...

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