Travelers Import Cars Case

Erin Crow/Criscolo Robb Romans 4/19/10 HRM Zigrossi Case Study 3 traveler Import Cars Inc. Facts Traveler Import Cars owners steamy and Beryl Traveler both have extensive assiduity experience. Randy was a partner in Capitol Imports, a prosperous alien car dealership, and Beryl was a consult holding an MBA who specialized in auto dealerships. They decided to go into business for themselves and their successful import car dealership has been in operation for over 5 years. Several of Travelers employees once realizeed for Capital Imports provided were enticed by Randy and Beryl to leave and work for them. None of Travelers employees are unionized ( tho get eq benefits) and the staff feels like they are family. The company started with 1 sm each dealership, but has fatten uped and now operates twain dealerships, a leasing company, and a wholesale split store. Beryl had been in charge of the dealerships daily operations but with the companys fast growth she felt overworked and hired two experient managers to help relieve some of her work load. Although the new managers had bully ideas, Beryl was now working harder than ever as the dealership was continuing to expand quick. Despite regular meetings Beryl had with managers, her ideas werent implemented and important deadlines were missed with increase frequency. Addition entirelyy, employee absenteeism and tardiness was becoming a regular occurrence. At her wits end, Beryl hired experienced consultant J. P. Muzak to straighten out Travelers Import Cars fictional character circle. Muzak conducted a needs analysis and met with Travelers focus team to discuss his findings. Muzak in like manner conducted an assessment of the companys managers and discussed the results with Beryl privately.He concluded that most managers could be trained, but that a few were simply incapable of holding vigilance positions. Assumptions Muzaks rating of Traveler Import Cars was thorough and his findings are accur ate. Beryl and Randy trust Muzaks and our advice and will implement our suggestions. The company can be re social structured and remain successful even after Beryl steps back and is less(prenominal) involved in the daily operations of the business. Problems familiarity has grown rapidly without an increase in commission capability and efficiency. Lack of equal report structure and operational control between Randy and Beryl. execrable management structure and inefficiency causes high workload for Beryl. Un able and ineffective general manager. ineffective employees Jeff Amos and Tom Tucker. Management decisions are not implemented or maintained. Company goals and objectives are not clearly defined or communicated. The nerveal structure is complicated, ineffective, and confusing. Lack of colloquy between offices Supervisors dont inform subordinates. Poor selection process for managerial positions results in untrained and inexperienced managers and supervisors. No pe riodic formal performance appraisal No performance-based reward dust. ungoverned or unsupervised employees with increasing absenteeism. Problematic operational control system in lower levels in organization. Problems found by Muzak o flavor circle needs restructuring. o Shorten decision time. o shaping does not implement management decisions. o Lack of follow-up causes right problems. o Policies and procedures not fixed. o coachs do not delegate sufficiently. refreshful car salesmen do not always transfer sold customers to F&I office resulting in lost revenue. o Service desk employees not retained impacting revenues. Recommendations by Quarter Q1 o Determine the vision and billing of the organization and communicate to personnel. o Develop a comprehensive communication plan for all positions. o Write and distribute job descriptions for all positions in the organization. o Implement a low-tolerance policy for absenteeism/tardiness. Have employees peculiarity written warni ngs, with three offences equaling automatic termination. Clarify the reporting structure. See the suggested organization chart on page four. o Place Randy as President, Leasing Company, and President, Travelers Motor Cars. o Place Beryl as President, new-sprung(prenominal) Dealership. o Ben Schyler reports to Beryl Stuart graham flour reports to Randy. o produce John Beam to General Manager, Leasing Company, reporting to Randy. ask a replacement New/Used car salesperson. Q2 o judgment of dismissal Stuart Graham from the company with a generous severance package. o Promote Sam Carney to General Manager. Hire a consultant to assist with the transition and provide preparation to Sam. Promote Charles Spikes to Fixed Operations Manager, replacing Sam. o Reevaluate the selection process for new managers and supervisors to ensure only qualified candidates are appointed to those positions. Q3 o Develop a formal training program aligned with the companys goals for the managers and s upervisors. o Release Jeff Amos from the company. switch over with new hire. o Move Tom Tucker or a new hire to Service Manager. o Hire a New/Used Sales Manager. o Hire a Parts Manager and another New/Used car salesperson. Q4 Collaboratively create yearly goals for all managers and supervisors and track performance. o Conduct regular performance appraisals of managers and supervisors. o clear a compensation system that rewards employees for achieving measurable targets and for positive appraisals. o supervise morale in an ongoing program. The HR activities used in the evaluation of this case include testing and selecting employees, training and developing employees, performance management and appraisals, compensating employees, and managing labor relations. Recommended organization chart pic