...improve benefits for others. On one hand, it’s necessary for the company to downsize to save the company in this tough time. On the other hand, offering a better policy for remaining workers may conflict with the cost-cutting effort, but satisfying workers can benefit company’s long-run business. Conveying these messages plays an important role in company’s success. If the company has a good solution, it can soften the anger of those who get fired, and make the remaining workers work effectively. However, an ineffective solution can depress people who are fired and worry the remaining employees, so it may create an ineffective working environment. Alternatives The company has at least two alternatives to deal with this problem. First, it should have face-to-face group meetings to convey the bad news, and email the good news to those whose salary and benefits are going to improve. The advantages of this alternative are showing sympathy with people getting fired, and saving time for sending the good news. The disadvantage is that people who get fired can get angry when they are in group. Second,...
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...There are many different reasons why someone could get fired, but they all share a common process. Personally, I have never been fired, and I have no intention to do so in the near future. Through my experiences working, I have encountered several employees who were far from deserving of a job. The majority of these unworthy workers have had a common goal, which was to get fired. You too can get fired and keep the Welfare System working in your favor! These employees have taught me that there is a strategic process to getting fired, which can sometimes have very few steps. The first step in getting fired is to arrive to work late. There are to be no exceptions to this rule. You are expected to be late even on your orientation day. As a general rule, the later you are, the more pleased your employer will be with you, and the greater chance you have of having your employed status revoked. If possible, try to think of a witty excuse for your tardiness, such as “I was at my probation officer’s office,” or “You didn’t tell me I was supposed to come in today. Thankfully, I looked at the schedule. If I hadn’t, you just would have had to go on without me.” After arriving late to work, the second step is to stay off task as much as possible. Completely disregard any orders from your manager or supervisor. If there is a phone accessible, it is highly recommended that you use it for as many unnecessary, personal phone calls as possible. If a customer tries to divert your attention...
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...Early in the book, Jim Barton gets a valuable piece of advice: "You've got to know what you don't know." Why is it so important for CIOs to recognize their own shortcomings? Nolan: Good general managers know what they don't know. They build skills to create an environment around them--including people they trust, outside sources, self-education--to ensure they don't make huge mistakes by not appreciating aspects of other functional areas. This is truly a unique management capability. Just as a CEO can come from a number of functional backgrounds, in IT, the general management skills are critically important, but so is the ability to understand what's unique to IT. Whoever is in that position needs to do [his or her] homework, and Jim Barton is exemplary in accomplishing that requirement. Austin: At one point in the book, Barton's predecessor, Bill Davies, lectures him on knowing everything before he goes to see the CEO. Davies has a different set of inclinations. He's not particularly interested in having a conversation with the CEO. There's that notion out there about what it takes to be a manager--that you're somebody who brings solutions, not questions. That's outmoded. It's part of knowing what you don't know. If you're a leader and you don't want others to know what you don't know, you're going to dig yourself a hole. Nolan: When I was running a consulting firm [Nolan Norton & Co.], we would provide the IT background and training for really smart MBAs and others...
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...the culture they work in have played a key role in that accomplishment. In this chapter, we’re going to look at culture and other important aspects of manage- ment’s context. We’ll examine the challenges in the external environment and discuss the characteristics of organizational culture. But before we address these topics, we first need to look at two perspectives on how much impact managers actually have on an organization’s success or failure. The Manager: Omnipotent or Symbolic? In February 2010, when Ford Motor Company surpassed General Motors in sales for the first time in at least 50 years, GM announced an overhaul in its top managers’ranks. GM’s North American president said that “he could see clear as day that the mix and the struc- ture of people weren’t right and that these changes were necessary for GM to move faster and win.”2Such a move shuffling managers is not all that uncommon in the corporate world, but why? How much difference does a manager make in how an organization performs? The dominant view in management theory and society in general is that managers are directly responsible for an organization’s success or failure. We call this perspective the omnipotent view of management. In contrast, others have argued that much of an organization’s suc- cess or failure is due to external forces outside managers’control. This perspective is called the symbolic view of management. Let’s look at each perspective to try and clarify just how much credit...
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...Stack Ranking: Brilliant Management or Inherent Absurdity Ray Johnson MGMT E-4000 Organizational Behavior 1 August 2012 Abstract Employee stack ranking is a performance measurement system that requires every manager to rank its employees from excellent to poor. Stack ranking was popularized by Jack Welch at General Electric in the 1980’s. Since that time it has become a popular management technique. The use of stack ranking has many demonstrated successes, but many managers and business analysts are beginning to questions its value to an organization. In this paper I will examine from a critical perspective both the good and bad aspects of stack ranking in an attempt to determine its long term viability as an organization behavior. Stack Ranking: Brilliant Management or Inherent Absurdity Introduction Stack ranking, sometimes referred to as forced distribution, is a popular performance measurement (appraisal) tool. The concept behind stack ranking is to rank all employees within a given statistical set, all first line supervisors for example, from best to worst. In its most common iterations managers rank, or stack, workers into one of the three groups. The highest performing 20% (sometimes 10%) are ranked as top performers. This top tier group of employees is considered to be the future leaders of the company. They are rewarded with bonuses, raises, promotions stock options and other perks. The middle 70% of the group are considered to be “solid”...
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...In the case of Horgan v. Simmons, Kenneth Horgan the plaintiff sued his employer/Supervisor Timothy Simmons for discriminating against him because of his HIV status. Horgan was working as a sales manager for Morgan Services in February 2001. Horgan knew of his HIV status for about ten years, but only his close friends were aware of his situation. He was promoted to general manager of Morgan Services Facility located in Chicago In January 2008 which is where he worked under the company’s president, Timothy Simmons. Simmons requested to meet with Horgan on what he referred to as a “Social visit”. On the social visit, Simmons pressed the plaintiff into telling him what was wrong with him physically or emotionally. Horgan told Simmons about his condition but Simmons questioned whether or not Horgan could do his job...
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...interest is in the capital growth of the capital invested and the dividends, whereas Eddie who is the general manager of the company, Jane who is the head of the Payroll Department and Greg the service technician will be interested in their pay, job security and prospects. Legal Analysis The discrimination labor or employment law from the e-guide applies to this case. Ordinarily employers enjoy very broad discretion in making employment decisions limited by state and federal statutes that prohibits employers from discriminating against their employees and applicant’s on the basis of race color, origin or ancestry (Duddington, 2007, p. 280). The general rule is that employers must treat similarly situated employees the same way. As a result consistency in treatment of employees is critical. One types of discrimination recognized by the non-discrimination law is ‘disparate treatment’. It occurs when an employer intentionally or with an expectation of a benefit treats an employer differently on the basis of illegal considerations. In our case Eddie shows discrimination by making the decision of promoting and giving Greg the easier work tickets so that he can increase his commissions because he is his brother and giving the other service workers hard work tickets. Additionally, Eddie also threatens to fire Jane because she has recognized what has been happening. Employer’s decisions should be job-related and consistent (Duddington, 2007, p. 308). The categorical imperative theory by...
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...at any time. Employers are allowed to dismiss their employees for good reasons, morally wrong reasons, or for no reason without being liable of a legal wrong. Termination from rejecting to take part in practices that are not illegal but which are believed by the employee to be unethical are less apt to be actionable. Both of these situations are addressed in terms of the so-called public policy exception to the employment at will rule. The cause of action, often labeled "wrongful discharge" or "retaliatory discharge," is typically tort-based, although a few states employ contract theory in this context. On the other hand, individuals who report illegal or unethical practices within the organization--for example, to a superior--and are fired for their efforts are left without legal recourse with perhaps surprising frequency. Such dismissals are often characterized by the courts as resulting from mere management disputes. Judicial approaches to the exception vary widely, however, and in few states can employees at will report or refuse to participate in illegal or...
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...at any time. Employers are allowed to dismiss their employees for good reasons, morally wrong reasons, or for no reason without being liable of a legal wrong. Termination from rejecting to take part in practices that are not illegal but which are believed by the employee to be unethical are less apt to be actionable. Both of these situations are addressed in terms of the so-called public policy exception to the employment at will rule. The cause of action, often labeled "wrongful discharge" or "retaliatory discharge," is typically tort-based, although a few states employ contract theory in this context. On the other hand, individuals who report illegal or unethical practices within the organization--for example, to a superior--and are fired for their efforts are left without legal recourse with perhaps surprising frequency. Such dismissals are often characterized by the courts as resulting from mere management disputes. Judicial approaches to the exception vary widely, however, and in few states can employees at will...
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...Administrative Ethics Paper Sarah Falsey HCS/335 October 8, 2012 Leah Alexander Administrative Ethics Paper The topic chosen was Massachusetts General Hospital. This paper will go over the issue and its impact. It will also include arguments or facts to support the proposed solution. We will also touch on the ethical and legal issues involved with the release of 196 patients’ medical information. The issue is that 196 patients’ records at the hospital’s Infectious Disease Associates Practice were left by an employee on the subway. These records contained names, medical record numbers, dates of birth, health insurers and their policy numbers, diagnosis, and names of their providers for 66 patients. The Infectious Disease unit treats people with HIV/AIDS, as well as other infectious diseases. The records were never recovered and were lost on March 9, 2009. The Department of Health and Human Services issued a 1 million dollar fine against the Massachusetts General Hospital because of that breach of patient privacy. The HIPAA privacy rule clearly states that health care providers are required to protect the privacy of patient information through administrative, physical and technical defenses. Massachusetts General agreed to fix this and to take actions to prevent this from happening in the future. They agreed to implement a set of policies and procedures regarding what information is removed from the hospital, training all employees on this procedure, and labeling the...
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...Case John Higgins Leonard Prescott, vice president and general manager of Weaver- Yamazaki Pharmaceutical of Japan, believed that John Higgins, his executive assistant, was losing effectiveness in representing the U.S. parent company because of an extraordinary identification with the Japanese culture. (Japan is shown in Map 2.5.) The parent company, Weaver Pharmaceutical, had extensive international operations and was one of the largest U.S. drug firms. Its competitive position depended heavily on research and development (R&D). As an integral part of its growth strategy, Weaver actively entered the Japan market and subsequently captured a substantial market share. To prepare for increasingly keen competition from Japanese producers, Weaver and Yamazaki established a jointly owned and operated manufacturing subsidiary to produce part of Weaver's product line. Through the combined effort of both parent companies, the subsidiary soon began manufacturing sufficiently broad lines of products to fill the general demands of the Japanese market. Imports from the United States were limited to highly specialized items. The company conducted substantial R&D on its own, coordinated through a joint committee representing both Weaver and Yamazaki to avoid unnecessary duplication of efforts. The subsidiary turned out many new products, some of which were marketed successfully in the United States and elsewhere. Weaver's management considered the Japanese operation...
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...noting that no one below the director has gotten a raise in two (2) years and portraying her bosses as “know-nothings” and “out-of-touch”. The National Labor Relations Board has issued reports, the first in August 2001 and the second in January 2012, in regards to whether or not an employee can be disciplined for social media messages. In these reports they list various situations where employee utilized Facebook as a forum to voice their opinions about their employer (NLRB, n.d.). As a summary, if the employees were engaged in protected concerted activity, meaning they were discussing everything with fellow employees who were also providing feedback, therefore the employee cannot be fired (NLRB, n.d.). In this case, I do not have enough information to say whether or not Ellen can be fired because I do not know if these comments were made in relation to...
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...confirmed that there is no way to change this hotel to a 5 Star without firing more than 600 employs and should spend more investments on the infrastructure. He understood that the employs if the hotel were doing their personal business and taking long breaks for Tea and were reading news paper and also leaving without finishing their shifts. Background : There was a 3-star hotel in South West China named, The Roaring Dragon Hotel which is initially under State Owned Enterprise. It had a colorful history and reputation as the region's premium guesthouse in 1950s. There is a vast market development in the region, but management couldn't get grab that opportunity to increase the reputation of the hotel. And also they didn't bother about the profits. Many people are hired from Government Department through Guanxi or connections . Due to this, there was a decline in popularity and income. The state officials have decided to hire Hotel International and transferred all the ownership of The Roaring Dragon Hotel . Tian Wen is a General Manager in 2000 and having minimum concern about the development and expansion of the hotel's business. In his Era, employees used to got salaries in time and there was a job security as compared to other hotels. There were many facilities provided to employs like providing tea breaks, leaving the premises during office hours. Some managers even conduct private business. In 2001, provincial government realized that there was...
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...Club Scenario #1 Paper Cherie Hands-Dixon University of Phoenix Human Resource Law/ HRM 546 Phillip Quintana, JD September 12, 2011 | Cost Club | Memo To: Pat Quintana From: Cherie Hands-Dixon Date: September 12, 2011 Re: Messages The Cost Club Store in Anderson wanted to downsize the workforce by firing two of their employees for no reason given. It was stated in the previous e-mail the general manager must supply information for terminating these two employees. Otherwise the employees are to file a claim for wrongful termination and the possibility being awarded compensatory damages and punitive damages. Pat Quintana, the executive of human resources has concerns the company will lose this case if reasons for the discharge is not documented. The Anderson Cost Club Store could be sued for wrong termination under Title VII of the Civil Rights Act of 1964. This act into place to help shape our country with employment right. “Title VII of the Civil Rights Act of 1964 (a) It shall be an unlawful employment practice for an employer, (1) to fail or refuse to hire or to discharge any individual, or otherwise to discriminate...
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...GLOBAL LEADERSHIP GLOBAL LEADER INTERVIEW Introduction: I interviewed Augusto Bulte, he is proposal manger in Foster Wheeler U.S.A, He got his bachelor degree in marine engineering from Spain then he completed his post graduate studies in Chemical Engineering. He started his career with Foster Wheeler (FW) Iberia in Spain then he moved to management position after spending twelve years in technical work in power generation group. He works in US.A as expat to deal with global contract negotiations. Interview Questions and Discussions: 1. When you think about your career as a manager, certain events or episodes stand out in your mind--things that changed you in some way and have ultimately shaped you as an executive. Please choose three of these experiences that have had a lasting impact on you as a manager or executive in international work. When I meet with you, I will ask you about each of these "key events" in your career: What happened? What did you learn from it (for better or worse)? Mr. Augusto Bulte: I will start with my experience with Foster Wheeler Poland; we had to negotiate a contract with Poland Natural Gas (PLNG) Company, it is a national company that follows procedures dictated by polish law not like ExxonMobil or Shell. Dealing with national company in Poland means that you have to bid exactly what they ask for, there is no room for deviation or tolerance; we had to search for sub-contractor to complete the required scope of supply. Our first proposal...
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