Case Summary free essay sample

In the case of the TSA; Transportation Safety Administration, the problem is that screeners are facing declining morale with a high turnover rate. This means that low morale and high turnover become prevalent through the screeners who work at TSA. According to a recent government’s report, low morale issues can make negative impacts on the employees in organizations. It implies that the screeners at TSA can not only be distracted on their jobs but also less focused on security and screening responsibilities because of the low morale. In fact, due to low morale, low payment, discrimination to minorities, and fear of retaliation by complaining, about one in five of the nation’s 45,000 screeners quit their jobs, which means that employees working at TSA have been suffering from decreased morale as well as discrimination. Based on these problems that are believed to have contributed to the low morale and high turnover between employees, they voted to allow the AFGE; American Federation of Government Employees to stand for them as a union in 2011. So Connors and O’Leary started to look for suitable employees, internal but also external. They faced problems in finding a suitable person because not everyone is willing to relocate in Israel as candidates have been worried about the increasing living standard costs and the political situation. Connor who worked for BBR the last 20 years first defined the task for himself and listed up the selection criteria. The future manager should be having an engineering background, he should be able to work together with the Israeli government but also getting along with Lizfeld as he will report regularly to him. In addition the candidate should have cultural empathy, a strong sense of politics, language ability, organizational abilities, and persuasiveness, ability to make decision, resourcefulness, flexibility and an adaptive and supportive family. Connor choosed three candidates who all had good characteristics but no one could fulfill all requirements. The first candidate was recommended because of his thirty-five years of electronics and radar experience. He had the necessary individual characteristics, studied in Israel and so he spoke fluent Hebrew. But Connor was worried that he wouldn’t stay with the company for a long time but more likely running his own show which c ould cause problems with Lizfeld. The second candidate was Robert Kyle, the Vice President of BRB ‘s radarelectronics department. He had also the technical expertise and moreover international experience in running two other international divisions for BRB but Connor was afraid of his cultural acceptance as he was not familiar with the country and language. The last candidate was an Israeli women who assist the head of electronics of Yassar Aircraft and brought Israeli thoroughness and assertiveness to the company in the states. There over she had international experience. Her weaknesses were that she was quite young, a lack of technical expertise and the fact that she was a woman. O’Leary who was looking for a suitable manager from the UK is an excellent person in recruiting and hiring innovative employees. He’s been several times successful by finding really good employees, also in hiring innovators from Israel. His recruiting for management positions were concentrated in internal promotion, but he decided if he couldn’t find a suitable employee within the organization, he would, like he usually does, take the Newspaper as his primary source of candidates. His first candidate was Michael Flack who worked for BRB for more than nineteen years. He brought a good expertise, but was more reputed as a tinkerer, so that he sometimes forgot about his administrative responsibilities. The second candidate was in O’Leary’s opinion the perfect candidate: he was currently vice-president of engineering at Eltra Electronics in Israel, had spent his career in different Israeli companies and was a strong-willed person. The only problem was that he had no international business experience and it could be a problem for him to follow Lizfield’s wish to inject western culture through his active management plan. The third candidate responded to the ad O’Leary published in â€Å"The times†. He was an English citizen of Jewish faith and brought the required expertise. His background in engineering and administrative functions coupled with his language skills mad him to a strong candidate. But the fact that his mother, who would loved to live in Israel, created doubts for O’Leary. He was worried about what would happen if his mother will pass away and whether he still would stay in Israel. Both managers noticed that the decision finding the perfect manager would be a hard one. All candidates had really good skills, but no person could fulfill all requirements.