Growing pains case study

Then if Maher decides to pursue an aggressive growth strategy, he can offer her a three-to-five-year performance-based cash incentive plan.

growing pain ppt

Nicoson is the director of human resources for the Pioneer Group, a financial services and natural resources company based in Boston, Massachusetts. Most people think the problem may be an injury that has to be rehabilitated or an extreme mental problem where the person needs serious help.

Does anyone care that I work so hard? His friend had said that kayaks were the next big trend and that Maher would be a fool not to sign on. As an aside, my own instinct would have been to talk with Carter and let her know that I had inadvertently overheard her conversation. You Religion Essay words - 5 pages later. And if they express concerns, he must be ready to respond. Nicoson is the director of human resources for the Pioneer Group, a financial services and natural resources company based in Boston, Massachusetts. Turnover was low; there was hardly ever any grumbling from the ranks. He can also check any one of a number of annually published salary surveys. The two ran into each other frequently at industry and trade shows and tried to get together for a meal at association meetings whenever they could. These citizens are often rurally located and without the correct level of caregiver monitoring, they may end up in emergency rooms with complications that are not only personally dangerous, but costly to the Province.

Now, as I understand it, this additional line of credit would be to cover you for accounts receivable, is that correct? Back in his office, Maher found that he couldn't concentrate on the product development report in front of him.

summary of growing pains case study

The successful compensation and rewards techniques that Maher used in the past, when Waterway was enjoying steady but modest growth, are less successful in a fast-growth environment. Here, it is largely up to him what happens to his career and to his company.

Along with two of her direct reports, she had even missed the annual Waterway picnic; the three had been on the road, nailing down a large order. Can he really have thought through the ramifications of increased fixed costs and contract manufacturing when he is unsure of future demand? Unfortunately, this status was just the beginning of the end for APPEX because of a lack of effective management structure. Analysis of the case: Until , the expanded business hadn't changed Waterway's informal work style and Maher hadn't been motivated to push any harder even though sales and revenues had increased with the market. Over the next few years, he should be thinking about retiring. What changed? From day one, she had been completely focused. What Is Fair Pay? By , Waterway was comfortably ensconced in the canoe market nationwide, and it had maintained a steady growth right up until Whether they have expanded their skill sets or have simply found themselves in more demand in a more competitive industry, some Waterway employees believe that they are worth more now. She traveled constantly-worked so hard that she barely had time to get to know the staff.

Benner, P. She traveled constantly-worked so hard that she barely had time to get to know the staff. So by the end ofWaterway had begun selling its own line of compact, inexpensive, high-impact plastic kayaks.

growing pains case study ppt

How many new outlets have been added to the Waterway roster? Maher seems to know this, but he also seems unsure of which alternative—higher base pay, commissions, equity across the board—he should pursue.

Maher should strive for similar goals. Such an environment can continue to be a key employee motivator and contribute immeasurably to loyalty, high morale, and productivity. Thanks, Les. They had been looking for equity in the company—a cut of the profits if their designs did well. Perhaps sales, marketing, and distribution ability could be more efficiently and effectively outsourced than developed and managed in-house. Can he really have thought through the ramifications of increased fixed costs and contract manufacturing when he is unsure of future demand? From a business standpoint, Maher has only one reasonable choice. You take someone who is making 60K a year, and you bump them to 85 with a package deal because they get wind of another offer, and what do you have?
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Growing Pains HBR Case Study and Commentary