Milinder Recycling

Companies which populate rapid growth paired with a high turnover tread in staffing often manage the problem using a oxidizable approach, that is employees who be adept at their job are promoted without proper instruction and thrown into the world of watchfulness in a trial by fire. This leads to several problems in and of itself overleap of respect from the re main(prenominal)ing employees, omit of proper and appropriate communication, inability of upper management to do petty(a) more than put out the latest fire and a tho increase in the turnover rate. According to Sm any Business Transitions, The main reason for failure in business start ups is raw management.In the case of Milinder Recycling, the management team is composed of employees who were hired totally design months before their promotion to fill spaces vacated by new hires who subsequently left field the company. With no management experience and little or no training, these individuals are thrown to the wolv es and expected to fend for themselves.According to Keith Mudd, Director at the University of Houston capital of Seychelles Most business problems are people problems. More explicably, the problems are both what people have created or the result of having inadequate and inexperienced staff. once an employee is promoted to a position with more power, it is often difficult to do something slightly it. The only option is demotion (which is usually non accepted) or dismissal (which only furthers the problem of high turnover).The reveal in dealing with this problem is to be proactive in the future. The first step for upper management at Milinder Recycling is to reformat their Human Resources department (if they have one if not this lack needs to be rectified immediately). The job of recruiting personnel should be to keep staffing levels on par with need and to retain resumes from applicants who might not fit into a current position but would be replete(p) hires when the need arises .Secondly, upper management needs to work more close with the newer managers. A process of the more experienced staff shadowing the inexperienced managers, if only for an hour or two a day, would be actually beneficial not only to the new managers but to upper management to identify where problems are occurring. A weekly training session centre on some aspect of management neednt be schedule for more than an hour and can be slotted into a slow sales period. Training sessions including topics such as mentoring employees, hiring good employees, treating employees fairly, etc. are all good to begin with.New managers also need to be held accountable. Procedures regarding recognise communications (and the manner in which it is communicated) and processes should be in place that deem to all management positions (again, the Human Resources department would be responsible) and managers held accountable for playing these duties. After a certain number of warnings for noncompliance, the manager can be then demoted, or, if necessary, fired.According to pocket-size Business Transitions, Managerial issues such as the poor use of outside advisors, lack of emphasis on quality, an unwillingness to delegate responsibilities, departure of key personnel, and personal problems associated with the owner/manager constitute relatively more important factors that contribute to failure as a business ages. Milinder Recycling is moving in the right direction by promoting growth but missing the boat on obtaining experienced key personnel to help achieve successful growth.ReferencesMudd, Keith, (2006). Its Always peck Problems Retrieved September 17, 2007 from University of Houston Victoria Small Business Development Center .Small Business Transitions (2007). Thirteen Stupid Tricks by Business Owners. Retrieved September 17, 2007 from the SBT sack up site.