answer the three case questions 1

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Adams was assigned to develop a human resource plan that would meet the imposed staff levels for the entire base while ensuring that the base was still able to perform the operational tasks it had been given. Faced with this daunting task, Adams conducted an extensive review of all of the relevant orders concerning the base transformation, and he familiarized himself with all of the rules concerning the early-retirement program. after a series of initial meetings with the other base branch chiefs, he laid out a plan that could be accomplished by the established deadlines. at the same time, he chaired a number of meetings with his own staff about how to meet the mandated reductions within his own branch. after considering the target figures for the early-retirement program, it was clear that the mandated numbers could not be reached. Simply allowing everyone who had applied for early retirement to leave was not considered an option because doing so would devastate entire sections of the base. More job cuts were required, and choices had to be made as to who would stay, why, and in what areas. Adams met stiff resistance in the meetings to determine what sections would bear the brunt of the additional cutbacks. Adams conducted his own independent analysis of his own branch before consulting with his staff. Based on his thorough examination of the data, he mandated further reductions in his sections. Specifically targeted were personnel in base housing, single-person accommodations, family services, and recreational sections. he also mandated a further 10% cut of military positions in his sections. after meeting the mandated reduction targets, Lieutenant colonel Adams was informed that the federal government would accept all personnel who applied for early retirement, which was an unexpected decision. When superimposed on the already mandated reductions, this move caused critical shortages in key areas. Within weeks of implementation of the plan, the base commander was receiving mounting complaints from both civilian and military members over the implementation of the plan. incidents of stress, frustration, and discontent rose dramatically. Families trying to move found support services cut back or nonexistent. Members of the transition staff were forced to work evenings and weekends. Family support services were swamped and asking for additional help. despite spending a large amount of overtime trying to address the diverse issues both base-wide and within his branch, Adams found himself struggling to keep his head above water. To make matters worse, the base was having difficulty meeting its operational mission, and vital sections were critically understaffed. The base commander wanted answers. When pressed, Adams stated that his plan met all of the required deadlines and targets, and the plan conformed to all of the guidelines of the early retirement programs. “Maybe so,” replied the base commander, “but you forgot about the bigger picture.”

Questions

1. Based on the skills model, how would you assess Lt. col. John Adams’s ability to meet the challenges of the base administration position? 2. how would you assess his ability to meet the additional tasks he faced regarding the conversion of the base? 3. if you were to coach Adams on how he could improve his leadership, what would you tell him?

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