...Case Study: A Laid-off Glass Worker Issue in the case Ronald Petrie was laid off from the company on March 20, 1997 and from the beginning of May that year, the remaining employees of the Glass department were made to work over-time and at the same time; a few other employees from different departments were transferred to the Glass department. The Union’s contention is that the management was wrong in not making a recall for Petrie when it realized in the beginning of May that there can be an opening for a job in the Glass department, while the management argues that it is their right to decide whether the opening was required or not. The issue in the case is whether the management has violated the labour agreement by discharging Petrie and then putting other Glass department workers on overtime and transferring people from other classifications to this department, and not considering making a recall to Petrie for this duration of time. Union’s position The union’s position can be described as follows: (i) the labour agreement clearly tells that if employees are laid-off from work as a result of reduction in workforce, and an opening occurs in the classification they were working for, then they will be recalled to that classification in order of seniority provided the concerned employee is physically able to return to work and perform in a satisfactory manner, (ii) looking at the overtime and temporary transfer...
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...Issues in the case Did the company violate the Labor Agreement by using Glass Department employees to work overtime and temporary transferring employees into the department to work when Mr. Ronald Petrie was laid off? Should the company have called Ronald Petrie back to work? The Glass Department consisted of five employees, on March 20, 1997 the company laid off Ronald Petrie leaving four employees to work the department. On April 3, 1997 an employee retired now leaving only three people to work the department. After laying-off an employee and one employee retiring the company began transferring employees from different departments as well as having the department employees work overtime. Union Position The union’s position is the company violated Article 12 section 9 by not recalling Mr. Ronald Petrie back to work. The union points out how much overtime was required for the department previous years when it had five employees working in the department. The union also points out how much department transfer the company used as well. Since the glass department is requiring so much overtime and departmental transfer it is obvious a position should be opened in the department. The union feels the position should be opened and Mr. Ronald Petrie should return back to his job. The union points out how the company previously recalled to recognize opening for very short intervals. The overtime has been going on for over six weeks and the opening should be recalled. Mr. Ronald...
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...Sparkling glass limited a company with 300 million turnover, is running through losses for the past 2 years. The financial problems have resulted because, production is outpacing sales, as production cost is 75 percent of the sales. Government also hold most of the company's input which results in increase in price of the product and at the same time competitors, sell glass containers at lower prices because of which customers prefer to buy from those sellers. Manufacturing of glass containers is a continuous process and requires a lot of training. Working conditions near the glass furnace is very difficult because of immense heat and there are no fans in that area, which poses a problem for workers. Glass manufacture deals in variety and if we see other companies produce variety of bottles and whereas our company only deal with a single variety, which is very economical. Ashok the in-charge of general shift, who has been responsible for routine function of the general shift, production planning, scheduling and costing, is going to retire in few months time and there is a need for replacement in Ashok's place. Recruiting externally is not feasible for the company looking at the current situations. There are four replacements internally in the company to take over Ashok's place ~Khanna, Panjabi, Gupta and Gulati. Khanna:- He holds a 5 years of work experience and is a glass technologist. He has good communication skills and applies them while solving issues. His...
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...Sparkling Glass Limited Written Analysis and Communication Assignment – 2 Nitesh Raj Nama Yogesh Singh FSB -1 Date : 16/09/2014 1 16th September, 2014 To, The Plant Superintendent Sparkling Glass Limited Subject: Report on Promotional Action to be taken. Dear Sir, A detailed report on the promotional activity which is to be commissioned by our committee headed by Mr. Prasad has been submitted to you. We have four people into our consideration namely, Khanna, Panjabi, Gulati, and Gupta. Various factors such as Educational Qualification, Work Experience, Socializing and many other factors have been taken into consideration. I hope the analysis I have done satisfies your concerns. Regards. Committee Member 2 Executive Summary : Mr. Ashok, who is in charge of the General Shift at Sparkling Glass Limited , is going to retire after few months. He has been responsible not only to do the basic routine work but also manage the Production Planning, Scheduling and Costing work. Therefore, the company needs to appoint someone on his behalf. Four people have taken into consideration for the post :1. 2. 3. 4. Khanna. Panjabi. Gupta. Gulati. The analysis talks about which persons fits best for the job on analyzing on Educational Qualification, Experience, Knowledge on Planning & Management , and Social Quality and Unions. After analyzing, Mr. Gupta seems fit to be promoted because he is qualified as a Glass technologist, manages the Production Planning, Costing and Scheduling work, had...
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...scale production up and down. In 2007 Jobs decided to replace the standard plastic screens with more durable glass screens last minute. Jobs had stated that he didn’t like the look or feel of the plastic screen, and felt like they scratched too easily. Foxconn was hired as the subcontractor by Apple. In order to be able to get all of the iPhone’s changed to glass screens they had to act fast. Corning was hired to make the special glass screen that was required for an iPhone. This company manufactured large panels of strengthened glass. Finding a company to cut and install millions of panes of glass was not as easy. This is where outsourcing became beneficial for Steve Jobs and Apple. A bid came from a Chinese country. When the Apple team visited China the Chinese workers were already coming up for a blueprint for the new wing to cut and install the new glass for the iPhone. The warehouse had a supply of sample glass from Corning, and a team of engineers available to work for Apple. Dormitories had been constructed on site so the thousands of Chinese workers had a place to stay. This enabled the factory to run three shifts seven days a week in order to meet Apple’s demands for production. China is also had an advantage in the accessibility to other engineers. In only 15 days the Chinese company was able to hire 8,700 industrial engineers to oversee 200,000 assembly-line workers. The company estimated it would take up to nine months in the United States to perform...
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... Quality Standard : NIL Month & Year : May 2010 Prepared By : Glass & Ceramic Division MSME-DI 3rd CGO Complex sanjay place Agra GLASS BANGLES A. INTRODUCTION: Glass Bangles are products made out of block glass of different shades of colors or directly from batch material. These are sound in shape with pleasing colors and having designs over the surface. It is a customary for ladies to design wear bangles from their childhood for ornamental decoration and also as a symbol of sanctity. Glass bangles in also a sign of marital a status for ladies in India, especially in Northern and Eastern region. The trade names of the different size of the bangles are one Anna, Two four Anna, Tow – Six Anna, Two – Eight Anna and three Anna representing different diameters. The glass bangles are sold out with the above names for indication sizes. B. MARKET : Glass bangles are the items of mass consumption throughout k the country. The demand for the glass bangles generally goes up during the festive seasons and special functions, marriage occasions etc. IN spite of competition from plastic and other bangles, the demand for glass bangles is even increasing in view of established characterized customary and auspicious status gained by it in the society. Having very much fragile in nature, the glass bangles have very good replacement demand. This type of industry is only concentrated are Firozabad manufacturing glass bangles using pot furnace. This type of industry may be set up in other...
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...SunAir Boat Builders, Inc. Question 1: Direct Material Variance (Glass Cloth) | | | | Standard usage (a) | Actual Usage (b) | Difference (c) = (b) - (a) | Standard Price (e) | Usage Variance (f) = (c)*(e) | Favorable/ Unfavorable? | 51600 | 54000 | 2400 | 2 | 4800 | Unfavorable | Standard Price (g) | Actual Price (h) | Difference (i) = (h) - (g) | Actual Quantity (j) | Price Variance (k) = (i) * (j) | Favorable/ Unfavorable? | 2 | 1.8 | -0.20 | 54000 | -10800 | Favorable | Total Variance of Glass Cloth = (f)+(k) = -6000 (FAVORABLE) Direct Material Variance (Glass Mix) | | | | Standard usage (l) | Actual Usage (m) | Difference (n) = (m) - (l) | Standard Price (o) | Usage Variance (p) = (n)*(o) | Favorable/ Unfavorable? | 17200 | 19000 | 1800 | 3.75 | 6750 | Unfavorable | Standard Price (q) | Actual Price (r) | Difference (s) = (r) - (q) | Actual Quantity (t) | Price Variance (u) = (s) * (t) | Favorable/ Unfavorable? | 3.75 | 4.09 | 0.34 | 19000 | 6460 | Unfavorable | Total Variance of Glass Mix = (p)+(u) = 13210 (UNFAVORABLE) Direct Material Variance (Glass Cloth + Glass Mix) = - 6000 + 13210 = 7210 (UNFAVORABLE) Direct Labor Variance (Mixing) | | | | | Standard usage (A) | Actual Usage (B) | Difference (C) = (B) - (A) | Standard Rate (D) | Efficiency Variance (F) = (C)*(E) | Favorable/ Unfavorable? | 215 | 210 | -5 | 20.25 | -101.25 | Favorable | Standard Rate (G) | Actual Rate (H) | Difference (I) = (H)...
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...the south Indian state of Tamil Nadu. After mercury leakage from the plant had been reported in March 2001, heavy expenditure had been incurred in environmental risk assessment, waste disposal and health monitoring. The expenditure had exceeded the total profits generated by the plant since its inception. But the pressure from NGOs, led by Greenpeace , who had been protesting since March 2001 had not subsided. The NGOs had indulged in novel ways of keeping the issue alive. These included chaining themselves to the HLL branch office in Chennai on 15th November 2002, disrupting the Annual General Meetings (AGMs) of HLL held on 13th June 2003 and 29th June 2004, shouting slogans and brandishing placards and enlisting sympathy from ex-workers and the general public. Greenpeace also maintained the pressure on HLL through its website, photoalbums, posters, persistent media briefing and seminars. The NGOs had most recently attacked HLL in April 2004 in a seminar in Chennai. Even as they waited anxiously for the regulator, Tamil Nadu Pollution Control Board’s (TNPCB) nod to start decontamination of equipment and remediation of soil, HLL’s senior managers believed they had discharged their duties conscientiously. They wondered what more was needed to be done to bring the whole episode to an amicable closure. Why had the events turned out to be far more complicated than anticipated? Background Note HLL, a 51% subsidiary of the Anglo-Dutch Conglomerate, had acquired a tremendous...
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...Sparkling Glass Limited A decision support document for the recruitment of the new General-Shift-in-Charge (748 words) Sourav Das PGP 2014-16, IIM Bangalore SR NO. 9233920 Sparkling Glass Limited Sparkling Glass limited Contents Background: ................................................................................................................................3 Purpose: ......................................................................................................................................3 Options Available ........................................................................................................................3 Option 1: Mr. Khanna ..............................................................................................................4 Option 2: Mr. Punjabi ..............................................................................................................4 Option 3: Mr. Gupta ................................................................................................................4 Option 4: Mr. Gulati .................................................................................................................4 Rationale used in decision making ...............................................................................................5 Recommendation ........................................................................................................................6 Appendix: Evaluation criteria...
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...All Team Glass & Mirror Ltd. Recommendation: Through analyzing Norway, Malaysia and Germany the best international strategy that aligns with All Team Glass & Mirror Ltd is the Malaysian economy. In the short and medium term, All Team Glass should maintain its current business within Canada. Before seeking major foreign expansion into another country the company should continue to export its products while expanding its clientele. Due to the company’s lack of resources, human and capital, it is not feasible to initiate risky business activities such as manufacturing in a foreign country. During this time All Team Glass must gain business intelligence in Malaysia and the neighbouring Asian market by starting exporting activities. In the long term, to successfully enter the international markets and foster continuous growth, they should pursue a joint venture with a suitable Malaysian residential construction SME. Support: The Canadian glass manufacturing industry has declined over the past few years, with a clear increasing trend in globalization. Many consumers and businesses are finding international alternatives as these manufacturers are able to provide lower costs due to lower wages and capital costs. Therefore, Canadian import levels are increasing, while export demands are decreasing. In the short run, All Team Glass should maintain the 4 key success factors (Exhibit 3). Canadian manufacturers should also take advantage of the growth in new vehicles and commercial buildings...
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...better job than the written version of telling the story in an accurate and effective way. The entire story of Stephen Glass was that of deception and manipulation from start to finish. The article was able to relay the facts of the story and allow for some insight into the characters through quotes or first hand accounts but by seeing the actions done and being able to judge the characters visually the real story is layed out for the viewers. One scene that comes to mind as really visually this concept was when Chuck Lane and Stephen Glass were out investigating one of Glass’ stories. Lane became suspicious of Glass and wanted to see where a particular conference that was in question took place. In the...
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...Organizational Behavior Review Alex Sander is the project manager at Landon Care Products, Inc. Alex is smart. Alex is self-driven. Alex is an asset to his company in that he makes intelligent decisions, faces challenges straight on, and confidently makes things happen while getting things done. In over just one year at Landon, Alex rebranded two national skin care products. Sam Glass, Alex’s supervisor, expected Alex to cause waves within the work place when he hired him, due to his aggressive personality. This is exactly what happened. What Sam failed to predict when he hired Alex a year ago, was the extent to which Alex would cause waves among co-workers. A recent 360( review conducted at Landon justifies Alex’s disregard for co-worker’s feelings. And while this performance review is the issue Glass wishes to address, Alex has recently voiced an interest in moving further up in the company to a higher, more influential position. Alex sees himself as a leader. The problem is that while his co-workers respect him, they do not see him as a team leader. In order to help Alex become a leader, Glass needs to help Alex address this critical issue. And because of Alex’s personality, this will not be easy. Alex’s personality needs to be briefly addressed to help clarify the reasons behind the problem he is having at work. Alex has the personality characteristic of Machiavellianism, which according to Robbins and Judge, this means that he is pragmatic, maintains emotional distance...
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...beginning of May that year, the remaining employees of the Glass department were made to work over-time and at the same time; a few other employees from different departments were transferred to the Glass department. The Union’s contention is that the management was wrong in not making a recall for Petrie when it realized in the beginning of May that there can be an opening for a job in the Glass department, while the management argues that it is their right to decide whether the opening was required or not. The issue in the case is whether the management has violated the labor agreement by discharging Petrie and then putting other Glass department workers on overtime and transferring people from other classifications to this department, and not considering making a recall to Petrie for this duration of time. Union’s position The union’s position can be described as follows: (1) the labor agreement clearly tells that if employees are laid-off from work as a result of reduction in workforce, and an opening occurs in the classification they were working for, then they will be recalled to that classification in order of seniority provided the concerned employee is physically able to return to work and perform in a satisfactory manner, (2) looking at the overtime and temporary transfer hours worked for the Glass department, it becomes clear that there was a an opening in the glass room, (3) Petrie was the senior glass room worker and was skilled enough to perform satisfactorily the...
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...During the film there are a lot of misunderstanding concerning cultural differences. As the film goes on Mr Anderson starts to accept the Indian culture and the Indian worker engage more in the American culture. In this paper I am introducing two scenes from the film that hold misunderstanding and analyse and explain them. „The missing glass“ and office scenes As we first see the office of Mr Anderson in Seattle (00:58) we can monitor that each worker has his own big cubicle, which offers a lot of private space and the boss Dave has his own closed office with even more space for private enclosure (01:14-03:38). Compared to the Indian office we can observe that the employers have a lot less space for themselves and they interact with each other more frequently and also enjoy doing that (18:47). Even the office of the supervisor lacks privacy because of the missing glass (19:06-19:08). As a recurring motive we see Mr Anderson making comments about the missing glass. First he askes nicely when the glass is coming and Puro, his replacement he has to train answers „presently“ (25:48-25:54). At another occasion Mr Anderson askes again when the glass is coming and he is way more aggressive and irritated about that fact that the glass is still not there. Puro answers again “it will come presently” (36:16-36:35). The glass finally arrives at the end oft he film (1:30:48-1:31:12) but Mr Anderson does not really care because he evolved during the time that he spends in India and adapts...
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...an Asian American man, the glass ceiling best describes the prominent issues that we face as far as how we are underrepresented as leaders. These barriers that consists around the Glass ceiling exists due to prejudice against our race, age, and gender. In the technology field, we are highly represented. We make up over half of the technology workforce; however, we are barely seen contemporary in the top positions (executives, CEO’s, etc.) for companies such as Apple, Facebook, Google, Yahoo, and many others. Contact Reporter - Tracey Lien, argues that the advantages that Caucasians have over Asian American’s regardless of Gender was 150%. (Lien, 2015). In the workplace, a Caucasian co-worker may disagree with their manager and make their concerns known; whereas, an Asian American worker may be more passive and does what is told. In this case, the white co-worker may seem more passionate and quick-witted –as a result, more likely to get promoted. We are seen as great engineers, but not so good as leaders. In my opinion, I believe that the glass ceiling does not stem from the time that we start working, especially here in the United States. I believe that the Glass ceiling takes place from the time that we are in school, achieving an education. The common belief that we are excellent test takers and overachievers who make all A’s; but are not leaders or creative beings contributes to the theory we know as the “Glass Ceiling”. In order to shatter the glass ceiling and achieve the deserved...
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