Business Management Case Study — Robin Hood
What are Robin’s key problems? How are they related to each other? Trace their emergence.
Robin Hood faces numerous organizational problems. The original structure whereby Robin maintained full authority over all substantial business operations is no longer appropriate now that the size of the organization has grown beyond the scope of what any individual can supervise without delegating certain areas of responsibility. In addition to the logistical impracticalities of single-person leadership, the organization apparently lacks any hiring standards. In light of the fact that the organizational mission and purpose is altruistic, it would be preferable for the organization to screen job applicants to weed out those whose motivation does not relate directly to those goals.
That is particularly important now that the organization is large enough that some of its operational needs require support from non-operational areas such as in relation to sheltering and supplying personnel in the field. In many respects, the fact that some of the organization’s functions do not involve robbing and redistributing wealth means that employees responsible for support and ancillary functions should be even more philosophically committed to the organizational mission if they are expected to sustain their focus over the long-term.
The current needs of the organization demand that in addition to recruiting and hiring the most motivated and philosophically committed individuals, applicants must be screened by a background review of sufficient scope and detail to identify attempted infiltration of the organization by its chief competitor. Similarly, achievement of the organizational mission would be greatly enhanced by establishing a training program in which experienced employees shared their experiences and knowledge with new hires.
2. Which problems should Robin tackle first?
The organization has reached a critical size where the scope of its operations now exceeds its ability to sustain efficiently. Robin should first to fulfill the varied needs of the organization in a systematic and efficient manner. In that regard, Robin should immediately appoint department heads in the following areas: shelter facilities, food storage and distribution, recruitment and hiring, training, and field operations.
The head of shelter facilities must solve the problem of ensuring that employees in the field have safe accommodations in remote areas of operation. Ideally, this will be accomplished by recruiting carpenters and other tradesmen who can develop processes for quickly assembling, disassembling, and transporting shelters while traveling remote forests. Similarly, the heads of food supply and human resource departments must immediately develop methods of supplying field operations and of hiring and training employees who will contribute to the future success of the organization.
3. Develop a new strategy for Robin Hood. to implementation as well as formulation.
Robin’s immediate strategy should be to identify those within his current organization who are most knowledgeable about sheltering operators in the field. They will be instrumental either as members of the new department or in defining the specific needs and formulating guidelines for entertaining RFPs and employee training in shelter operations. Robin should use the same approach in identifying his best hunters, trappers, and food preparers to standardize procedures to maximize the efficiency of food procurement, storage, preservation, and distribution in the field. Robin should also immediately instruct his new heads of human resources to establish organization-wide hiring goals, and to identify the most experienced and who can form the core of the organization’s employee training program.
