...1. According to Maslow’s hierarchy, which basic needs did Shank’s old boss fail to meet? Amanda Shank’s old boss told her ‘You’re just a number. You can be replaced at any time.’ This statement shows that Shank’s old boss failed to meet four of the five of Maslow’s hierarchy needs. Firstly her boss indicates that she could be replaced at any time. This instils in Shank a sense of fear for her continual employment or job security which fails to meet the need for Safety in Maslow’s hierarchy. How can Shank be motivated to work knowing that at any time she could be replaced and out of work? By not meeting the need for safety, Shank’s old work automatically can’t meet the three higher needs of Belongingness, Esteem, and Self-actualisation. However there are also other relevant reasons Shank’s old work would have not met these needs. Shank’s boss tells her she is just a number, in other word’s she doesn’t have any defining features or skills that are appreciated at the work place. This is further enforced with the following words ‘You can be replaced at any time’. This lack of recognition and appreciation fails to meet Esteem needs in Maslow’s hierarchy. Shank’s hard work has gone unnoticed and unappreciated so why would she bother to continue to work hard and push herself for greater things. It also severely affects her confidence in her own ability in the workplace. How can she push for more responsibility or higher status thinking that she is barely capable in her current...
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...Case Study: Flight 001 1) According to the Maslow’s Hierarchy of needs, shanks old boss fail to meet social involvement for his business. She did not know her old boss in the company she worked for before because he failed to be more involved with his employees who worked for his store and with the store as well. The store was run by a guy who had his office halfway across the country. Making the employees such as shank feel like the owner did not care for his business so why should they care. I would say he would need to become more involved in his company by visiting the store once in a while at least once a month just to see how his store is doing and to be able to get to meet the people who work for him and basically run his store. 2) Feeling underpaid might affect work of a Flight 001 associate in a way that their motivation and desire to work for that company may decrease. The Expectancy Theory which is also known as the valance Instrumentality Expectancy Theory explains that people are constantly creating expectations about future events. If things seem reasonably likely and attractive, we will believe we could make the difference and therefore motivate us to make the future come true. So in this case if the associate feels underpaid he or she will not be motivated to work and make a difference, for what if he or she is not getting valued for her work. A manager could increase the employees motivation by showing them something desirable, indicating how straightforward...
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...Week 6: Case Study for Flight 001 Florence M. Kolecyck-Yap MGMT303 DeVry University Week 6: Case Study for Flight 001 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? Shank’s old boss failed to meet the needs that Maslow shows related to Belongingness, Esteem and Self-Actualization. Her old boss lacked being part of the business on the level of which their employee’s worked at by not visiting and taking note of what is important to the employee who work directly with their clients. Her old boss also lacked being a person to a name with meeting face-to-face. She felt like they didn’t value their stores and employee’s. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. According to our text book the “Expectancy theory rests on four basic assumptions. First, it assumes that behavior is determined by a combination of forces in the individual and in the environment. Second, it assumes that people make decisions about their own behavior in organizations. Third, it assumes that different people have different types of needs, desires, and goals. Fourth, it assumes that people make choices from among alternative plans of behavior, based on...
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...Case Study Flight 001 Motivating your employees as a manager or owner is one of the keys to having a successful business. In retail, every employee plays an important role. Whether the job is temporary or a permanent career for an individual, it is important to encourage an individual by hearing their ideas and making them a part of the big picture. It is important that management empowers and motivate the employees. There are three theories I will talk about in this case study. According to Maslow’s Hierarchy, there are five categories each human need: Physiology, security, belongingness, esteem, and self-actualization. According to the Flight 011 video, Amanda Shank, the Assistant Store Leader, worked for a company where she did not feel valued. She was told that she was just one of the numbers (Flight 011, 2010). The needs that were not met were a mixture of self actualization and self esteem; her opinions are not valued, therefore, there is no motivation to move up or be successful at the company. If Shank’s managers ensured her that she is valued to the company and gives her positive feedbacks to do better. There might have been a chance for her to be motivated to stay in that company and even move up in the corporate ladder. “Expectancy Theory suggests that motivation depends on two things – how much we want something and how likely we think we are to get it” (Griffin, 2011). The position in retail can be viewed as a temporary job to most. The employees who...
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...Mario Marquez Jr. Professor Reckon MGMT 303 November 16, 2012 Quikrete I. The Quikrete Companies, Inc. was formerly known as Maintenance Products, Inc. and changed its name in January 1965. The company was founded in 1940 and is based in Atlanta, Georgia. II. Organizational Strengths and Weaknesses A. Management 1. It is considered a strength because it is a strong brand image and brand loyalty, strong management team that analyzes every aspect of its product. 2. This strength is a distinctive competence because Quikrete products are able to differentiate itself from competitors and communicating this successfully to customers who show a high interest of its product. B. Marketing 1. Marketing is our strength as well advertisement of nationwide has really stood out our product. Quikrete has over 83 plants nationwide and continues to grow stronger to as time goes by. 2. Marking a return to high profits and brand recognition nationwide. We have a group of managers that analyze every aspect of our company to start to finish, strong relationship with our customers. C. Product Control 1. Quality product control problems with time to time, they can contain defects as bad batches that are mix wrong and gone out to customers. 2. Consecutive quality control inspections. Inspecting more often batches and having quality control observations. D. Delivery 1. The second weakness is delivery due to high traffic areas. 2. Hiring more drivers to...
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...Q1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? Shank’s old boss failed to meet the needs of Safety and Esteem. For safety she felt she had no job security with her previous employer and she was just another employee who if she didn’t meet expectations could be replaced at any time without a second thought. This threatens someone’s livelihood and their ability to function within society. Without a job one cannot pay one’s bills including housing, transportation etc. This is an extreme threat to ones security as the ability to keep one’s job determines if one will be able to maintain all these areas. The other area Shank’s boss failed her according to Maslow was esteem. By saying she was just another number and could easily be replaced, her former boss showed he didn’t respect her as an employee or much as a person. This brought about feelings of low self esteem as she realized she wasn’t a valuable asset to the company and not respected by her employers that they even told her she could be easily replaced and was basically just another body. This leads to low self confidence and brings the employee to the point where they don’t even care anymore. These needs were not met because obviously this was a large organization where the employers had so many employees they didn’t care about their employees. Probably a place with a high turnover rate...
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...questions below should be yes if you have drafted a quality thesis statement. 1) Does the thesis statement respond to the writing prompt? Yes 2) Did you take a position that others may oppose? Yes 3) Is the thesis statement specific? Yes 4) Does the thesis pass the “So what?” test? 5) Does the thesis statement not leave the reader with questions? Part 2: Gathering Resources Assignment Directions: Use the GCU elibrary to find three sources to use in your persuasive essay. Fill out the requested information in the table below about your sources. | Article 1 | Article 2 | Article 3 | Title and Author(s) | Challenging the Death Penalty w/Statistics: Furman, McCleskey, and a Single County case study.Shats, S. and Dalton, T. | Religious Characteristics and the Death Penalty.Miller, M K., Hayward, R D. | Ending death by dangerousness: A path to the de facto abolition of the death penalty.Berry, William W. | Persistent GCU Library Link |...
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...Flight 001 case study Management 303 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? In Maslow’s hierarchy there are five levels with the highest one being self-actualization. Shank’s old boss failed to meet her social and esteem needs. Social needs include the need for belonging and friendships, and esteem needs are the next step to social needs where a person wants to be recognized for her work and needs to know that he or she is doing something meaningful. Shank’s old boss never got involved in her work nor spent any time to review what she was doing. This made her feel that her work made no difference to the organization. Both her social and esteem needs were unmet due to the lack of attention by her boss. To avoid this condition the manager should ensure that there is regular communication with their employees. There should be weekly or monthly meetings to let the employees know what’s going on in the organization, and they should implement some kind of incentive program. The managers should provide feedback and give compliments and other forms of recognition when it is due. Also there should be an open door policy throughout the organization where employees can approach upper management to express ideas or concerns. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the...
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...EFFICIENCY IN PRIVATE HOSPITALS IN KENYA (A CASE STUDY OF CONSOLATA MISSION HOSPITAL, NYERI) NDUNG’U MARGARET NJERI A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF LOGISTICS AND SUPLLIES MANAGEMENT DEDAN KIMATHI UNIVERSITY OF TECHNOLOGY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE IN BACHELOR OF PURCHASING AND SUPPLIES MANAGEMENT. MARCH 2015 DECLARATION I Ndung’u Margaret Njeri, declare that the material in this research project has not been submitted to any university or institution of higher learning for any academic qualifications. This research project is a result of my own independent research effort and investigation Signature …………………………… Date………………………… Ndung’u Margaret Njeri ADM No.: B011-0678/2011 This research Project has been submitted for examination with my approval as The University Supervisor: Signature…………………………... Date……………………… Mr. ZakaryNjoroge DEDICATION This project is dedicated to my mum Ms. NjokiNdung’u for her financial and moral support geared toward my academic success; also to my friends Benson Kiarie, Ivy Patrick and Lucy Githinji for their support and motivation. Table of Contents DECLARATION ii DEDICATION iii List of figures vi List of tables vi ACKNOWLEDGEMENT vii ABSTRACT viii LIST OF ACRONYMS/ABBREVIATIONS ix OPERATIONAL DEFINITION OF TERMS x CHAPTER ONE 1 1.0 INTRODUCTION 1 1.1 Background of the Study 1 1.2 Problem Statement 3 1.3 General...
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...Management Control Systems in the Hospitality Industry 2011-06-01 BUSP02: Master Thesis in Accounting and Management Control Richard G. Sicari and Fredrik J. Söderlund Per-Magnus Andersson Hospitality Industry, Management Control Systems, Performance Measurement, Contingency Approach, Multiple Case Study The purpose of the thesis is to describe and analyze the use of management control systems in the hospitality industry. Purpose: Methodology: The study is mainly a descriptive, multiple case study based on deductive reasoning. However, explanatory elements occur. The nature of the study is to a large extent qualitative and is primarily based on interviews and analysis of current management control tools. The analytical strategy includes pattern matching, explanation building and cross-case synthesis. Theoretical Perspectives: The main text editions included are Anthony and Govindarajan (2003 & 2007), Lindvall (2001), Merchant and Van der Stede (2007) and Samuelsson (2004). Furthermore, the use of management control systems in the hospitality industry is examined using literature such as Harris (1995), as well as other articles. Empirical Foundation: There are four units of analysis included in this study: (1) BrewPub København; (2) Färs & Frosta Sparbank Arena; (3) Kulturmejeriet and; (4) Scandic Hotels. This organization is divided into three subunits; Scandic Kramer, Scandic Malmö City and Scandic Star Lund. Each organization is described in terms of background, situational factors...
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...Journal ofEngineering and Technology Management, 10 (1993) 229-264 229 Elsevier Impacts of programmable manufacturing technology: A review of recent studies and contingency formulation Jeffrey K. Liker”, Ann Majchrzakb and Thomas Choi” “Industrial and Operations Engineering, University of Michigan, Ann Arbor, MI 48109, USA bZnstitute for Safety and Systems Management and Industrial and Systems Engineering, University of Southern California, Los Angeles, CA 90089, USA Abstract This paper reviews the literature on the social impacts of programmable manufacturing technology (PMT). Several perspectives on the social impact of technology are identified ranging from simple additive models that view technology as having a set of individual and independent causal impacts to a contingency perspective which views the impact of technology as dependent on technical and organizational characteristics. The paper statistically summarizes 30 empirical studies within the 1986-1990 period and finds common trends in findings as well as contradictory evidence. The common trends are that PMT tends to lead to more organic organizations, but also meets with negative employee attitudes, stress, and perceptions of reduced job security and mobility. The contradictory evidence is that most studies report simple, additive effects, while a substantial portion find that the impacts depend on a wide range of contingency variables. The authors argue that simplistic views of PMT as being...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
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