Maury Mills supervised several changes throughout the years, including changes in the

proprietors' personalities and perspectives in general. Without a question, they were

diligent and conscientious, but they were also a touch impatient and susceptible to
being misled by outsiders or influences who had no part in their formation. The owners
fully abdicated their operational responsibilities and sat back to enjoy the earnings,
rather than actively analyzing that area, since their firm was built on operations. As a
result of their history, they had only a rudimentary understanding of the business
structure and policies. They were utterly blind to threats such as the demise of crafts
and specialist businesses, granted their employees autonomy, or made choices inspired
by outsiders that undermined workplace harmony. When they initially saw a decline in
their company, they responded rashly rather than rationally.
 
Despite being one of the fastest-growing enterprises, its human resources
strategy was poorly designed; in HR's terms, they committed the following errors,
as seen by us:
 
1. Lack of an HR department or manager; throughout the article, We did not observe a
single reference to an HR person. Despite having many businesses, they did not feel
the need to hire an HR manager, much more so since their workforce was diverse. This
section is entirely connected to their lack of familiarity with the business world.
 
2. Not taking social considerations into account when laying off employees, such as
unfair staff distribution, unfair bonus programs, and remuneration in general. We believe
that things may have been handled better and more proportionately if they had
considered these aspects or at the very least communicated the aims to the personnel.
 
3. Hiring/firing an excessive number of personnel from a single neighborhood. We saw
a remark of the rising community divides in their workplace & workforce as a result of
selective hiring/firing. This resulted in a staff uprising.
 
We believe their issues are manageable, just like any other company issue. They
were still doing well in the market, but they need to consider a few factors:
 
1. Operational Avenues - It was obvious that the organization was suffering as a result
of the operational staff's complacency. Because they had ceased to pay attention to the
organization's operational activities, the difficulties came as a surprise to them when
they should not have. No firm in the world would tolerate difficulties such as incorrect or
incomplete orders unless they were really critical. They needed to take an active role in
the company's activities.
 
2. Hiring public relations and human resources professionals - Another area where they
fell short was marketing and public relations; the disconnect between the public and
their firm was too great. They needed to close that gap first and then address the
organization's human resource difficulties via the hiring of an HR professional.
Nowadays, every major firm has a public relations and human resources department.
 
3. Self-introspection - They needed to self-inspect the workplace rather than
outsourcing it to outsiders. They needed to take matters into their own hands for a
moment to facilitate reflection and reassessment. Their active engagement would have
resulted in lasting improvements.
 
4. Retaining Exiting Staff - At all costs, long-serving, proven staff must be retained. They
were also as accountable as the owners for the company's performance, and they
needed to be active participants in the company's strategies.