Talbot University
Talbot University: The Supply Department Problem The mission of Talbot University’s Supply Department is to ‘look after the needs of the university by providing the right goods or services at the right time, at the right price and on a continuing basis. ’ However, Jim Hansen, the head of the department, is faced with the problem of enormous workload, budget pressures and other employee-related issues. He is now thinking, ‘what adjustments in the department should I implement to react to the budget cuts, address the people issues while at the same time add value in the work that the department does? ’ Areas of Consideration The Supply Department has been under tremendous pressure with all the budget adjustments being implemented by the university which affected non-academic departments. While the organizational culture has suffered in recent years, its employees remain to be its greatest strength- most have been with the university for a long time, often for their whole professional life. This was evident in the high marks that it garnered in the CAPS review. The employees put the challenges in the proper perspective and see the potential of the department to deliver better service to the other departments. Other points to consider are: • The Center for Advanced Purchasing Studies (CAPS) showed that the Supply Department had improved since 1994 and was above the benchmarks and could no longer improve; • Financial constraints brought about by reduced public funding and cap in tuition fee increase; the result of which is the freezing of salary increases and reduction in personnel; • Despite the dissatisfaction with the pay situation, most employees had remained with the department for more than 10 years and are aware of the department’s role in the university; • Employees at the junior level had not received performance appraisals for more than 5 years; • Job descriptions were not up-to-date. Alternate Courses of Action • The manager has the option to implement marginal improvements in the system while maintaining the status quo. He can retain the current structure (i.