CASE DISCUSSION Wambui had been managing the budget department for Faida Bank. Because the work experience gained here was useful, much of the budget analysis work done in the department was performed by a group of management trainees. The trainees tended to be recent college graduates who were ambitious; they expected the budget work experience to be the pathway into the prestigious auditing department. Wambui managed under the assumption that by maintaining an open-door policy her employees would bring any problems to her attention. As a result, she remained in her office and seldom met with the trainees. Instead she would peruse the budget reports they submitted and return them to her secretary without comment. The reports often bore numerous errors which the trainees would be expected to make but which Wambui’s quick persual of the documents did not catch. The department heads throughout Faida Bank who received the erroneous reports would complain directly to the trainee who prepared the reports. Overtime relations between the department heads and the trainees deteriorated. The trainees who worked the same office area, easily shared their frustrations about the work and Wambui. These ‘bitch’ sessions became more commonplace and openly contemptuous of Wambui. Once these ‘bitch’ sessions became common practice, the situation became adversarial: Us (trainees) Vs them (Wambui). And since she made no effort to hear them, they made no effort to speak. Likewise, the dissatisfaction with Wambui’s department spread amongst managers. The pressure of poor budget work and disgruntled employees continued to rise to a point Wambui’s boss talked to her one day, demanding to know what had gone wrong. Wambui, shaken by the news and unable to answer the questions wondered what she should do. Describe how Wambui’s assumption about employee problems affected her management practices.
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
CASE DISCUSSION
Wambui had been managing the budget department for Faida Bank. Because the work experience gained here was useful, much of the budget analysis work done in the department was performed by a group of management trainees. The trainees tended to be recent college graduates who were ambitious; they expected the budget work experience to be the pathway into the prestigious auditing department.
Wambui managed under the assumption that by maintaining an open-door policy her employees would bring any problems to her attention. As a result, she remained in her office and seldom met with the trainees. Instead she would peruse the budget reports they submitted and return them to her secretary without comment.
The reports often bore numerous errors which the trainees would be expected to make but which Wambui’s quick persual of the documents did not catch. The department heads throughout Faida Bank who received the erroneous reports would complain directly to the trainee who prepared the reports. Overtime relations between the department heads and the trainees deteriorated.
The trainees who worked the same office area, easily shared their frustrations about the work and Wambui. These ‘bitch’ sessions became more commonplace and openly contemptuous of Wambui. Once these ‘bitch’ sessions became common practice, the situation became adversarial: Us (trainees) Vs them (Wambui). And since she made no effort to hear them, they made no effort to speak. Likewise, the dissatisfaction with Wambui’s department spread amongst managers.
The pressure of poor budget work and disgruntled employees continued to rise to a point Wambui’s boss talked to her one day, demanding to know what had gone wrong. Wambui, shaken by the news and unable to answer the questions wondered what she should do.
Describe how Wambui’s assumption about employee problems affected her management practices.
An open-door policy is a kind of work culture adopted by corporates that establishes trust and mutual respect between employer and employee relationship. The reason for implementing an open-door policy is to promote transparency in the workplace.
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