Diamond Wipes International Case Study

Case Study 19 Diamond Wipes International, Inc. There are a couple of different ratings a person could give the founder of Diamond Wipes International, Inc. Starting out Ms. Yen was a leader with a great product and a schedule she could keep up with so the rating on a small business level would be upwards of seven or eight. Once the company started growing and she had to make quick hiring decisions to fill voids and quality went down which ultimately cost her money and customer satisfaction she would be rated a lower four or five. As she began to see how her customers were being affected and began taking back control only to slowly relinquish it as she found people fully capable of completing the tasks to her specifications did she come …show more content…
Yen does have the capacity to transition from founder to general manager in this case she has proven that she can. She took back control of her business and learned how to become a general manager through the school of hard knocks. There are few people that could recognize where the issues were and she is willing to carry the torch until she finds someone she feels is not only capable of managing her business but being held to a standard she sets (Saez, …show more content…
There is a certain vision and passion for the product or services a business founder has that can be difficult to transfer over to other employees. There are many risks to not delegating various tasks but there can be risks of delegating tasks to the wrong people as well (Judith E. Pearson, 2015). There are a few thing to keep in mind when delegating task select people for the job, and motivate them, match the person to the task, define project tasks and communicate them clearly, track progress and give feedback, allow for creativity, and show appreciation (Judith E. Pearson, 2015). There are very few of these task completed by Ms. Yen on her first go around with hiring a general manager. Unfortunately her timing of handing off managerial responsibility was too soon not only for the General Manager but for her and the company as well. Ms. Yen needed a stronger game plan for her General Manger. Giving the General Manger a list of problem areas and a dead line to come up with solutions as well as implement those solutions would have been a great start. Ms. Yen complicated things even more by hiring additional staff with no direction or training and change the brand packaging. She was more than likely terminating employees to soon in this scenario but there may be things that happened not expressed in this situation above setting everyone up for failure. Ms. Yen could have broken up the tasks