Case Study- THE HOUSECALLCOMPANY.COM
The case describes an actual small business and the efforts to grow the business by the original owner. The case addresses a demonstration of the owner’s faith by his rehiring a worker who was previously terminated. The founder and owner of the business grapples with the perceived failure of the person who he has rehired; as well as with letting go of his directive leadership approach to allow others to lead; and a contrasting leadership style. The case presents challenges for students to consider not only the expression of their faith but also the different types of approaches to managing a small business.
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This paper is based on a case study of House Call Company which is a refurnishing company. The owner Mr. Thomasson is conflicted in taking any kind of decision and feels obligated towards his Christian faith. The way his faith has affected any kind of business decision like rehiring of Mr. Whiting is demonstrated in this paper.
Q1. Thomasson has been trying to balance his married life and business life equivalently but was not successful. However, his married life did fall apart and that is when he decided to display his renewed Christian faith in tangible ways by taking business decision based on his faith. The most important way he wanted to demonstrate his faith was by rehiring Frank Whiting (Jenkins, 2018).
Thomasson believed in redemption when he thought of rehiring Whiting back in House Call Company. He modelled Matthew 20:28 where he gave a second chance to Whiting while giving proper guidance and training to him. Thomasson believed that he did something wrong while treating Whiting during his first termination. So in this scenario Thomasson’s faith and belief is making him hire Whiting.
Our faith is part of our daily activities where it is demonstrated adequately (Koutsos and Vianu, 2017). There is no possible way to measure the amount of faith that is demonstrated but an abstract measurement can be done if our daily activities are being impacted by the faith and beliefs.
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Q2. Whiting at the first instance lost his opportunities because of his stubbornness and insubordination to accept the standards of the company and work according to their recommendations. This time Whiting has been up to the same ting of not following the recommendations of Thomasson which is costing Thomasson’s business opportunities subsequently. So presently Thomasson has been bound on having doubts if rehiring Whiting was the right choice. Therefore, it is quite evident that if Whiting does not abide by the recommendations of Thomasson then he might be running out of opportunities permanently.
In this scenario it has been observed that Thomasson has been taking several business decisions based on his Christian faith which might not be absolutely relevant as a business decision (Jenkins, 2018). Therefore, it can be considered that Thomasson has indeed gone an extra mile as Whiting already has a track record of being stubborn and not following the rules of others or company. Whiting thinks that he knows the best about his field and no one’s advice is at par with him. Presently, the rehiring decision of Whiting is costing Thomasson.
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Q3. The two management approaches that has been defined in this case study are the two most relevant management approaches. Thomasson concentrated on using the process-centric approach whereas Ward concentrated on using the outcomes-focused approach towards the business. Thomasson’s approach differed variably from that of Ward’s. The process-centric approach is beneficial in attaining long term goals. This approach defines taking care of all the employees and developing the process internally to maximise performance as well as get the best outcome. This process-centric approach was developed for McDonalds by Gerber to manage the employees efficiently. These two approaches are the most efficient form of leadership styles (Jenkins, 2018). In the case of Ward’s theory of outcome-focused approach then it is very essential to choose the right employees for the post who would not need much training. It is a managerial approach where it is understood that the approaches adopted by employees and the management differ from each other but that does not impact the performance as long as both are aiming for the similar goal. This was described Buckingham and Coffman. When faith is concerned it the theory of Thomasson where he took Process-centric approach in the faith that every employee deserves a second chance and redemption.
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Q4. Thomasson has been process-centric with his business where based on his faith and considering Whiting’s repentance he rehired Whiting. Thomasson hoped that Whiting would not repeat his mistakes again. However, Thomasson observed that Whiting has not being following the recommendations. At this instance he doubted if rehiring Whiting was the right choice. After missing the revenue opportunities due to Whiting, Thomasson is bent on deciding to terminate Whiting. But Ward has a different view, he wanted to give some more rope to Whiting to make sure if all the opportunities are exhausted before firing him (Grambow, Oberhauser and Reichert, 2016). In this scenario Thomasson decided to rehire Whiting based on that proper opportunities were not provided to Whiting in the first place. If Ward’s approach is followed, then he will not have any kind of redemption in the future and Ward would also be able to demonstrate his managerial skills. If Whiting is instructed in the right way to at least handle the revenue opportunities, then terminating Whiting right away would not be necessary.
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Q5. Faith is very essential to maintain the rationality in taking any kind of decision in almost every aspect. But the faith needs to be a balanced faith to take any kind of realistic decision. Termination decision is a very serious decision and a person needs to be bent towards the facts and sources than towards faith or belief. Thomasson rehired Whiting based on his redemption and faith. But while he is terminating Whiting if it is based on faith then a lot is at stake, a rational decision needs to be taken based on proof. At some instance Thomasson was wrong rehiring Whiting because it was giving a second chance to an applicable candidate (Bosch, Brown and Gill, 2015). However, termination this time would not be easier if Whiting has to be terminated based on the same ground. If it is so then his faith is compromising his leadership decisions. In this scenario he should positively consult Ward if he should terminate Whiting, all the previous decisions were solely taken by Thomasson and if Whiting has to be terminated again then somewhere his decision is impaired.
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Q6. When faith is mixed up with a person’s business deals then a lot of things can be at stake. Faith in the scenario of business deals restrict a lot of opportunities. There needs to a limitation of expression of personal faith in the business decisions. Many business decisions are taken based on the facts and to grab opportunities which might not be justified or may not seem right morally. A person might be giving his best to achieve his job, but the business is not being benefitted from his service, so it fathomable that the employee has to be terminated even if it is not right based on someone’s faith. As a result, it is highly expected for the leaders to limit the expression of faith in the field of business decisions (Bailey et al., 2017). Thomasson took various decisions simply based on his faith which ended up costing him in losing various revenue opportunities. Rehiring of Whiting was a decision simply based on his faith and if faith was obliterated from the decision making process then Whiting would not have been hired. Therefore, the decision of termination would not have to be thought again. Faith needs to be balanced with work equivalently.
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Q7. In this scenario faith indeed seems to be a real issue. Simply based on faith Thomasson rehired Whiting without any proper consultation. However, Thomasson has varied leadership style than that of Ward. In the scenario of Thomasson, it can be seen that his leadership style is affected adequately with faith which is impacting the decision making immensely. Whereas Ward also shares the similar faith that of Thomasson but his faith is not demonstrated in every aspect of decision making (Bailey et al., 2017). He takes most of his decisions based on the facts and evidences. This stands out to be the reason for the disagreement between the two in firing Whiting. Ward wants to exhaust all the options and wants to mould Whiting accordingly but Thomasson is in a dilemma if there are any more changes that can be found in Whiting.
It can be concluded that Mr. Thomasson takes most of decisions based on his faith which somehow later has been costing his business. But his Operation manager Mr. Ward has been following the same faith as Mr. Thomasson but it has not impacted the business decision.
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