Please read the case below and answer the following questions. Thank you.1. Case Overview – Outline what the case was about. This should be concise and capture the essence of the case2. Identify the main HR elements in the case – These HR elements refer to any HR concepts, theories, terms, topics etc. that you can identify form the various HR topics covered and discussed.3. Identify the main issue in the case – this should be identified to be the root cause of the current problem facing Margaret.4. How could this (the main issue) have been avoided? Provide details and a clear explanation that is linked to the case. Case:New to the Job Margaret Williams believed very strongly in working hard to do her best. During her four years in the Accounts Payable Department, she did just that and was rewarded with good evaluations and two promotions. Indeed, just three months ago, she had been made assistant manager of the department. This was a newly created position that involved managing the daily operations of the department's four-member staff. Margaret had immediately liked almost everything about her new job assignment, including the challenge and additional responsibility. However, she also had suspected that this promotion signalled a further deterioration of her boss' standing with the company.When her boss, Bill Mobley, was terminated two weeks ago, she was not really surprised. The strains between Bill and the company, which had been churning beneath the surface, finally erupted, and the events that led to his release happened very quickly. As a result, Margaret was made acting manager of the department. She was told that this situation was temporary and would change when "all the dust settles." Nonetheless, she hoped and expected the promotion to be made permanent soon.Things seemed to go well during her first week on the job. She was busy, but she liked the challenge of learning and doing new things. She thought that if the first week was any indication, managing the department would be both easy and rewarding. However, her optimistic outlook began to fade during the second week, when Buddy Jefferson entered the picture.Just four weeks ago, Bill had hired Buddy to work on some special projects. This was two weeks before Bill was fired. At first, Margaret had limited contact with Buddy and knew very little about him or his assignments. During her second week as acting manager, though, this all changed very quickly as she started to receive complaints about Buddy from various employees in the department. She started to pay more attention to him, and discovered that the complaints were well founded.Buddy seemed to do three things that were creating problems. First, Buddy's work often was late and contained a number of errors. Even though Buddy had prior bookkeeping experience in Accounts Payable, that experience was in a different industry. Margaret knew that the systems and procedures used here were somewhat advanced and unique to this industry; anyone new to this system would have problems. On the other hand, Margaret felt he had been on the job long enough so that he should be doing better than his recent work indicated. She also knew that Bill Mobley had always done a notoriously poor job in orienting and training new employees. She gathered that Buddy was no exception and that he was most likely inadequately prepared for this job.Buddy's second problem was, as a few of his co-workers put it, he didn't "pitch in." Rather than help answer the phones, for example, or volunteer to help someone else look up information or complete a report, Buddy seemed content to sit at his desk and let others do it. Yesterday she had watched him let the phone ring at the desk next to his as he got ready to go to lunch.Finally, Buddy did not seem to get along very well with the others in his unit, and made no apparent effort to get to know them or to be friendly. Since his co-workers were busy anyways, just the slightest hint of a cold shoulder from him meant they would make no effort to meet him even halfway. Through a confrontation that Margaret had just heard about, he had even made an enemy of one of his co-workers.Margaret knew that she needed to take some action, but was not quite sure how to proceed.

Question

Please read the case below and answer the following questions. Thank you.1. Case Overview – Outline what the case was about. This should be concise and capture the essence of the case2. Identify the main HR elements in the case – These HR elements refer to any HR concepts, theories, terms, topics etc. that you can identify form the various HR topics covered and discussed.3. Identify the main issue in the case – this should be identified to be the root cause of the current problem facing Margaret.4. How could this (the main issue) have been avoided? Provide details and a clear explanation that is linked to the case. Case:New to the Job Margaret Williams believed very strongly in working hard to do her best. During her four years in the Accounts Payable Department, she did just that and was rewarded with good evaluations and two promotions. Indeed, just three months ago, she had been made assistant manager of the department. This was a newly created position that involved managing the daily operations of the de­partment's four-member staff. Margaret had immediately liked almost every­thing about her new job assignment, including the challenge and additional responsibility. However, she also had suspected that this promotion signalled a further deterioration of her boss' standing with the company.When her boss, Bill Mobley, was terminated two weeks ago, she was not really surprised. The strains between Bill and the company, which had been churning beneath the surface, finally erupted, and the events that led to his release happened very quickly. As a result, Margaret was made acting manager of the department. She was told that this situation was temporary and would change when &#34;all the dust settles.&#34; Nonetheless, she hoped and expected the promotion to be made permanent soon.Things seemed to go well during her first week on the job. She was busy, but she liked the challenge of learning and doing new things. She thought that if the first week was any indication, managing the department would be both easy and rewarding. However, her optimistic outlook began to fade during the second week, when Buddy Jefferson entered the picture.Just four weeks ago, Bill had hired Buddy to work on some special projects. This was two weeks before Bill was fired. At first, Margaret had limited contact with Buddy and knew very little about him or his assignments. During her second week as acting manager, though, this all changed very quickly as she started to receive complaints about Buddy from various employees in the department. She started to pay more attention to him, and discovered that the complaints were well founded.Buddy seemed to do three things that were creating problems. First, Buddy's work often was late and contained a number of errors. Even though Buddy had prior bookkeeping experience in Accounts Payable, that experience was in a different industry. Margaret knew that the systems and procedures used here were somewhat advanced and unique to this industry; anyone new to this system would have problems. On the other hand, Margaret felt he had been on the job long enough so that he should be doing better than his recent work indicated. She also knew that Bill Mobley had always done a notoriously poor job in orienting and training new employees. She gathered that Buddy was no exception and that he was most likely inadequately prepared for this job.Buddy's second problem was, as a few of his co-workers put it, he didn't &#34;pitch in.&#34; Rather than help answer the phones, for example, or volunteer to help someone else look up information or complete a report, Buddy seemed content to sit at his desk and let others do it. Yesterday she had watched him let the phone ring at the desk next to his as he got ready to go to lunch.Finally, Buddy did not seem to get along very well with the others in his unit, and made no apparent effort to get to know them or to be friendly. Since his co-workers were busy anyways, just the slightest hint of a cold shoulder from him meant they would make no effort to meet him even halfway. Through a confrontation that Margaret had just heard about, he had even made an enemy of one of his co-workers.Margaret knew that she needed to take some action, but was not quite sure how to proceed.

Accepted Answer

The performance of an organization largely depends on teamwork and coordination among the employees.…