Tom Coronado

Case Study tom turkey Coronado real to form, Tom Coronado manager of employee relations for Huse Manufacturing Company pulled into his reserved company parking space early. It was 730 Monday morning usually the most hectic day of week, with more than its share of problems. But the first skillful unsandeds Friday had been payday. Now the bad news Monday of every week turned up Fridays payroll errors. With new hires, overtime work, and different wage-rate categories, there always seemed to be mistakes in figuring wages and paychecks. To make matters worse, in recent weeks, these errors had been on the increase.Reason a new computerized payroll system. Long live progress, Tom thought. He was to a fault thinking, with concern, ab unwrap a 10 oclock meeting scheduled with the executive vice-president on this very subject. Tom would generate to report on how the new system was working out. Right now, though, he needed to find at least an hour of quiet to get his report together. Fo rtunately, his office was quiet, and Tom was able to review a couple of computer printouts. But shortly after 8 oclock the phone began to ring. His secretary wasnt in yet, so Tom had to take six calls personally in 20 transactions.The first five were about errors in the payroll checks cardinal calls were from shop supervisors, one was from a worker on the night shift, one from the action superintendent, and one from the local union president. This last one was the most sweat the union leaders parting scissure was, When in blazes are you going to straighten out this payroll mess? The sixth call was from Toms secretary. She wouldnt be in today. Over the next hour, Tom was able to correct most of the payroll errors with a micro help from his friends.These included payroll clerks, the production superintendent, a junior systems analyst, and one hourly paid worker. By 930, Tom thought he was ready to stick his phone in a register cabinet and sit down with his materials for a last review before the 10 oclock meeting. Five minutes later the phone started ringing. It was Ted Brokenshire, president of the Metropolitan Personnel Association. Would Tom be willing to give a talk at the associations next meeting? By the time he hung up the phone, Tom cognize he had talked away the rest of his prep time before the meeting.It was 957. Quickly, he pulled together his notes and materials and walked into the two corridors to the vice-presidents office. The secretary waved him right in to a meeting that lasted two hours. But they were two hours well spent, Tom thought. The problems and the progress of putting in the new payroll system were taken apart, gone over, and put together again. And despite the recent increase in mix-ups, implementation was actually two weeks ahead of schedule. Tom came out of the meeting feeling good and ready to go ahead on the assignment.As he entered his office, it also occurred to him that he had a new more ingredients for that talk he had agreed to give Metro Personnel. Then his nerve center caught the clock 1220. Now for some lunch, he thought. He remembered that he hadnt had breakfast, and how he felt manage having a big plate of shrimp lo mein. Then the phone rang. Tom finally left for lunch at 230. As he pulled into the parking lot of the Shanghai Dynasty, he recalled that they were closed on Mondays. SourceLawrence J Gitman and Carl McDaniel, Jr. , Business World, New York Wiley, 1983, p. 98. Filenametomcoro. doc