CASE ANALYSIS FORM

NAME: Wenjun Herminado

CASE #: 3

I: PROBLEMS
A. Macro
1. Helen claims that a 20 percent rise in export quotas will
solve the dilemma of increased production. This is where
Helen ensured in the quota that she encouraged her
numerous line managers to clamp down on workers and idle
time to minimize the cost of production, thereby
increasing sales and profit efficiency.
2. It also clear that Helen has also developed new goals and
strategies for the company in regards with the current
entry of new Japanese firms which has focused on heavy
industrial equipment.
B. Micro
1. Handling workers differently in terms of administration
where she feels that she should not need to take into
account the opinions and contributions of subordinates in
the sense of taking her decision.
2. Helen has also considered cutting off the different
schemes and benefits that initially operated in the company
during her father’s reign to ensure the benefits are only
oriented her benefits only. She believes that the company
subordinates are well paid off by the company thus the
profit-sharing plan should be altered where the profit will
be beneficial to her only.
II: CAUSES
1. Helen changed the quota that she encouraged her numerous
line managers to clamp down on workers and idle time to
minimize the cost of production, thereby increasing sales
and profit efficiency.
2. Helen treat her staff differently where she concludes
that in taking actions, employees do not take account of the
views and contributions of subordinates.
3. Helen wants to reverse the issue of payment of different
benefits through excluding some of critical benefits that
has been the main motivation to employees. This issue has
caused havoc in the considerations of the current
operations.

III: SYSTEM AFFECTED

1. Structural – Helen has turned the company from welcoming to
less formal, which contributes to unproductive and
disoriented workers.
2. Psychosocial - Helen could not understand and agree that her
approach is incorrect and decides that any worker who does
not increase his productivity by 10% would face a decrease
in his fair pay.
3. Technical - The whole organization's structure is not
examined well by Helen.
4. Managerial – Employees are not inspired because management
relies primarily on profit-maximization.
5. Goals and values – The ambition of Helen for multinational
business achievement does not fit with the welfare of his
workers.

IV: ALTERNATIVES
1.Helen must be transparent to her employees and also, it is
not that bad to ask for some ideas to her employees.
2.Helen must help her workers’ transition to something to earn
their benefits and incentives in line with all their
contributions.
3. Reestablish some of her father's policies
V: RECOMMENDATIONS
1. Ensure the coordination of different activities through
creating a comprehensive and adaptable environment which is
vital for organizational operations.

2. Consider and maximize their core competence strategies

which will always ensure that they are able to withstand
market competition.

3. Leadership skills and coordination is vital in ensuring

that each and every internal stakeholder need is achieved
both internally and externally. This then being the case,
issues related with customers’ requirements and needs will
be easily achieved considering employees will operate and
remain focused to the organizational goals and strategies.

4. Create comprehensive strategies in relations with their

companies that would ensure each and every undertaking of
the company is achieved and maximized for the welfare of
each and every stakeholder but not a fraction of the
leadership and managing bodies this will always nurture new
ideas thus mitigating any environmental threats.