Fender Musical Instruments Corporation of Scottsdale, Arizona is a manufacturer of stringed instruments and amplifiers, such as solid-body electric guitars, including the Stratocaster and the Telecaster. The company, previously named the Fender Electric Instrument Manufacturing Company, was founded in Fullerton, California, by Clarence Leonidas "Leo" Fender in 1946.[1] Leo Fender also designed one of the first commercially successful solid-body electric basses, the Precision Bass (P-Bass), which has become known in rock, jazz, country, Motown, funk, and other types of music.

The company is a privately held corporation, with the controlling majority of its stock owned by a group of its own company officers and managers. William (Bill) Mendello is Chairman of the Board of Directors and Chief Executive Officer and James Broenen is Chief Financial Officer.

Fender's headquarters is in Scottsdale, Arizona with manufacturing facilities in Corona, California (USA) and Ensenada, Baja California (Mexico).

DEVELOPING A RESPONSIVE PERSONNEL SYSTEM

Assessing Personnel Needs

The small business owner should base the firm's personnel policies on explicit, well-proven
principles. Small businesses that follow these principles have higher performance and growth rates
than those that do not follow them. The most important of these principles are

!

!

!

!

!

All positions should be filled with people who are both willing and able to do the job.

The more accurate and realistic the specifications of and skill requirements for each
job, the more likely it is that workers will be matched to the right job and, therefore,
be more competent in that job.

A written job description and definition are the keys to communicating job
expectations to people. Do the best job you can! is terrible job guidance.

Employees chosen on the basis of the best person available are more effective than
those chosen on the basis of friendship or expediency.

If specific job expectations are clearly spelled out, and if performance appraisals are
based on these expectations, performance is higher. Also, employee training results
in higher performance if it is based on measurable learning objectives.

The first step in assessing personnel needs for the small business is to conduct an audit of future
personnel needs.

The process of selecting a competent person for each position is best accomplished through a
systematic definition of the requirements for each job, including the skills, knowledge and other
qualifications that employees must possess to perform each task. To guarantee that personnel needs
are adequately specified, (1) conduct a job analysis, (2) develop a written job description and (3)
prepare a job specification.
 
Last edited:

jamescord

MP Guru
Fender Musical Instruments Corporation of Scottsdale, Arizona is a manufacturer of stringed instruments and amplifiers, such as solid-body electric guitars, including the Stratocaster and the Telecaster. The company, previously named the Fender Electric Instrument Manufacturing Company, was founded in Fullerton, California, by Clarence Leonidas "Leo" Fender in 1946.[1] Leo Fender also designed one of the first commercially successful solid-body electric basses, the Precision Bass (P-Bass), which has become known in rock, jazz, country, Motown, funk, and other types of music.

The company is a privately held corporation, with the controlling majority of its stock owned by a group of its own company officers and managers. William (Bill) Mendello is Chairman of the Board of Directors and Chief Executive Officer and James Broenen is Chief Financial Officer.

Fender's headquarters is in Scottsdale, Arizona with manufacturing facilities in Corona, California (USA) and Ensenada, Baja California (Mexico).

DEVELOPING A RESPONSIVE PERSONNEL SYSTEM

Assessing Personnel Needs

The small business owner should base the firm's personnel policies on explicit, well-proven
principles. Small businesses that follow these principles have higher performance and growth rates
than those that do not follow them. The most important of these principles are

!

!

!

!

!

All positions should be filled with people who are both willing and able to do the job.

The more accurate and realistic the specifications of and skill requirements for each
job, the more likely it is that workers will be matched to the right job and, therefore,
be more competent in that job.

A written job description and definition are the keys to communicating job
expectations to people. Do the best job you can! is terrible job guidance.

Employees chosen on the basis of the best person available are more effective than
those chosen on the basis of friendship or expediency.

If specific job expectations are clearly spelled out, and if performance appraisals are
based on these expectations, performance is higher. Also, employee training results
in higher performance if it is based on measurable learning objectives.

The first step in assessing personnel needs for the small business is to conduct an audit of future
personnel needs.

The process of selecting a competent person for each position is best accomplished through a
systematic definition of the requirements for each job, including the skills, knowledge and other
qualifications that employees must possess to perform each task. To guarantee that personnel needs
are adequately specified, (1) conduct a job analysis, (2) develop a written job description and (3)
prepare a job specification.

hello,

Please check attachment for Case Study on Fender Cuts Rapid Prototyping, so please download and check it.
 

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