Paul then posted strict guidelines for what is expected from employees and what punishment they may receive for not adhering to his new rules. One punishment was dismissal. Employees were strongly against these rules and when a long time employee got sent home early as a result
However, plagiarism can also be unintentionally if sources or not cited correctly. Whether it's intentional or unintentional, there are still consequences that come with using others work. No crime is victim-less and those consequences will be handle properly. This is an unethical act that's not taken lightly by the employer nor the employee who's the victim. Plagiarism in the workplace is something that many employers deal with throughout the year.
(Constructive dismissal, n.d.). The employee can quit after one serious occurrence or after a pattern of incidents. In most cases, the employee must quit fairly quickly after the incident(s). In short, the employee must feel that the actions of the employer has made work conditions so intolerable that the employee has no other choice but to quit. At the beginning of the year, the company implemented a new schedule for the production department.
“Who is your employer?” “What is your title?” (e.g. Patrol officer, Fire Chief, Captain, EMT or Property Manager)? “What is your experience?” (number of years/months in your position?) Since this is a case of plaintiff vs. defendant involving injuries, I would then ask questions like the following to Mrs. Drizzle: • What occurred (or did not occur that was supposed to)? • When did the incident occur, or what is the time period involved?
The larger expenses coming along with high quality and services render salespeople a disadvantage when talking to their clients for business. The standards of performance (SOP) set for extra compensation seem unrealistic, with 75% of salespeople earning no commission in the first half of 1992, and so conceivably, fail to motivate them. This makes the result control less effective as they failed to evoke the desired behaviors – achieving sales targets. Together with other offers by competitors, this resulted in high turnover rate. Profit Sharing - Result controls may serve well with congruence between employees’ and company’s objectives, but employees take for granted the law-required 10% profit sharing of the company’s income and so their motivational effect seems little.
Andersen shunted aside accountants who failed to adapt to the firm's new direction. In their place, Andersen promoted a slicker breed who could turn modestly profitable auditing assignments into consulting gold mines. Repeatedly, Andersen rewarded those involved with the firm's most troubled clients, while guardians of the company's legacy were shown the door. The quiet dilution of standards and the rise of auditor-salesmen at Andersen are central to the scandals that have cost investors billions of dollars. Even though the leaders contended that conflicts between its auditing and consulting missions had no impact on the quality of its work but actually they do.
“If your product requires advertising or salespeople to sell it, it’s not good enough.” 6. “It’s always a red flag when entrepreneurs talk about getting 1% of a $100 billion market. In practice, a large market will either lack a good starting point or it will be open to competition so it’s hard to ever reach that %1. And even if you do succeed at gaining a small foothold, you’ll have to be satisfied with keeping the lights on: cut-throat competition means your profits will be zero.” 7. “You’ve probably heard about “first mover advantage”…but moving first is a tactic, not a goal…It’s much better to be the last mover—that is, to make the last greatest development in a specific market and enjoy years or even decades of monopoly profits.” 8.
Jennifer will have to conduct an investigation. She will not only question the accuser but also the accused and any staff members past or present who had any contact with the manager. 2-31. How should she and her company address the possible problems of age discrimination? Jennifer will need to review all employee salaries who performs the same task as the man in question.
However, when I slipped and fell at work many things changed: Attitudes, finances, and most importantly my Lower back. The attitudes of my employers and co-workers suddenly changed. Before the fall everyone was happy to see me. “Where is Nida,” they would ask. After the fall they acted as though they were afraid of me.
Mangers Dilemma If i had been the manager of GECC,i would talk to prudential and agree on a settlement .This might be a deal that works for both parties since both Prudential and GECC have a lot at stake.Taking the case to the court will just end up in one party losing all the money and the hefty lawyers fee would be a unfavorable for both. Prudential isn’t legally entitled to the first mortgage of $92,885,000 since they signed a contract that says they are entitled to only $92,885.Although if taken to the court they could win the case. The ethical thing to do would be to let Prudential take the money since the it was GECC’s fault that they made a poor decision in lending money to USL . Agreeing to the terms of the contract meant that they get whatever was left over after Prudential took their share once USL was bankrupt.So they have to own the decisions they’ve taken. 7.2 The question comes down to if the new Delaware statue repeals the old Delaware act that requires contracts that take more than year to perform, be signed.The new Delaware statue only provides more flexibility to the LLC operating agreements and does not remove LLC operating agreements from the reach of the statue of Frauds.Hence Olson is not entitled to not entitled to receive more than his 2005 compensation and capital account 7.3 The court needs to look at the following factors to interpret the ambiguity in the wording, • Sustainability of the mistake - If the mistake has a material effect on one of the parties • Allocation of risks -If one party accepts the risk they have to accept the risk.