He planned to do the job in seven days in which his team had to accomplish a daily performance and the reward to reach the quotas was 300$. But the project didn’t work as Tom wanted, there was some problems at the beginning, which influenced the rest of the project. First I will talk about the main problem I analyzed and in a second part the solutions to avoid the situation described in this case. The main problem is the management of Tom to accomplish the project in time. For unknown reason, he psychologically harassed Brian while Boyce didn’t make his daily performance and wasn’t reprimanded.
This is the only area where I can say my boss is lacking. His only encouragement came in the form of a verbal positive gratification, which was often undertone in a slight sarcastic tone. He knows how to set obtainable goals which are at the highest level that may currently possible, however his downfall to obtaining full engagement is that he does not allow for complete positive energy which is essential. He is however much better that my previous boss who would always give the negativity associated with bad leadership. He would always diminish the positive feeling an employee would have and also press on the mistakes made without any positive reinforcement when a good job is done.
After reading and reviewing the Arctic Mining Consultants case, we have come to the conclusion that they were not as efficient as possible. They did not work up to their full potential and we believe this might be due to the situation itself. The situation that these workers were under was not the most favorable. They were under time constraints in the fact that the goal was to complete 15 claims in seven days. There were four workers (Parker, Millar, Boyce, and Talbot) so this meant that each worker was to complete a little over seven lengths each day.
The meeting lasted only ten minutes, since all those present quickly agreed that Tom Kinder should be fired. According to management, Kinder had caused the company numerous problems over the last eighteen months, and the incident that Saturday had been “the straw that broke the camel’s back.” Plant management believed it had rid itself of a poor employee, one the company had offered numerous opportunities for improvement. It seemed like an airtight case and one the union could not win if taken to arbitration. Tom Kinder had worked for the Aero Engine Company for fourteen years prior to his discharge. He was initially employed as an engine mechanic servicing heavy-duty diesel engines.
Smith is preparing his quarterly budget report, which will be presented at the Southeast regional meeting in the following week. He is very concerned about adding capital expense to the operation, to meet the demands of current customers, when business has not increased appreciably. According to the case, this has been the worst first quarter Smith recalls, primarily due to weather conditions. He has asked Martha Lewis, his field services supervisor, to help him review the available data and offer possible solutions (Heizer & Render, 2011). Briefly summarize relevant background information from the case.
Kevin reports about the $15,000 worth of damage so his supervisor and the chief financial officer both were unhappy with it. After that Phil Bradley called Kevin Pfeiffer to go back to work and haul all the underground wire and the systems prior to the arrival of the insurance adjustor. If Kevin perform this task than it would be damage of more than $500,000 which is beyond the actual estimate damage of $15,00.Kevin refused to perform the task and Matt called up to perform this task for them. Antonio faced dilemma such as what to do in this situation. He has mainly two choices such as a) to take a lawful action or b) compromise with person ethics.
After that we spent the day in processing which is always the boring part I thought, not this time if we weren’t busy we were doing PT. I was ready to die that night. The rest of the week was a blur I was in so much pain I was just pushing through. We did two multiple-mile runs, demoralizing circuit PT (three laps around a 0.8mi track doing all kinds of different exercises like bear crawls, crab walks, and iron mikes along the way), and rolling around in a gravel pit for an hour and a half in a session the Army likes to call
Green and Davis’ Expectations When Green started working for Dynamic Display in September 2007, he hit the ground running like any new Senior Market Specialist would. He spent the first week or so reviewing the records from 2006 and 2007 year to date sales so he could get a better understanding on what was going on and if any improvements could be seen. During this time Green spent some time with his new boss Frank Davis meeting clients. At this time Davis informed Green that the clients responded well to his ideas but next time he needed to show them some data that supported his ideas. During the 2008 Budget Plan meeting Davis projections for Greens eastern region sales was an estimated 10% growth for the year.
Although the basic trainees have already been around Drill Sergeants, the group they see approaching them on the drill pad seems scarier and we can see the fear in their eyes. We divide the trainees equally into four platoons, have them tag their personal bags, and load the bags on a truck. Once each platoon has accomplished this task it is time for that long walk to the company, “home” for the new Soldiers for the next ten weeks. The walk to the company was a little over a quarter of a mile from the drill pad that the trainees initially awaited our arrival. The trainees carry the duffel bag that contains all of their uniforms, boots, clothing, and personal hygiene items on their back for the walk to the barracks.
It was a terrible, rainy day in December, when our shared goal was attained. The other members of the marching band and I spent thousands of hours over the last four years practicing for this day. As we sat there in the rain on the cold metal seats awaiting the results listening as each name was called, the anticipation and suspense grew and the air was still. Finally it was time for the runner-up to be called; there were only two groups remaining, ours and theirs. When the announcement came, we were overcome with emotion that our name was not called for that meant that we were champions.