But in Henderson printing, there is no compensation system and the owner of the company takes all decision based on its mood and his attachment to the employee. The third criteria is "attract and retain qualified individuals" (Long, 2013, p.12). It specifies that the individual's attribute to perform the required task must be in the company. In Henderson Printing, the employee or workers were working in the company and they were happy with the company, but they were not possessing the attributes to perform their work task and most of the production, customer satisfaction and marketing was handled by owner itself. The fourth criteria is "promote desired employee behavior" (Long, 2013, p.12).
Regular conflicts and disagreements have been seen in the meetings and there is no integrator to resolve these conflicts. Intergroup conflicts have been common due to goals incompatibility and task interdependence. For instance, Ralph Parker from Signal Processor Design team thinks there is no need for any digital signal processors or any strategic alliance with other companies for purchase of components whereas Dan Stella and Monica from Manufacture and Design team thinks otherwise. Power and influence is used each time to reach decisions. Hence it is a political organization.
Certain problems in this case are having an outdated and no comprehensive inventory that causes their control system to reflect improper supply amounts. Another issue is the fact that all of their purchase orders need to be on a “rush basis”, an issue that is derived from their outdated inventory control system. Also, this company has no type of forecasting system that can aid them in their understanding of how large their purchases need to be. Some solutions to these problems would be adopting a forecasting group that can use previous sales data in order to draw best estimates regarding their future sales. This way the company can decrease the amount of shortages they undergo during production.
1. Do you believe Oiler’s employee rights were violated? Explain your position. Peter Oiler’s being from his job by the Winn-Dixie Corporation was an outright and blatant violation of his employee rights. No one person or company and or organization should be allowed to discriminate against an individual on the basis of sexual orientation choice and they are most certainly not allowed to discriminate against an employee due to the way he/she decides to dress.
They are not adding additional staff, equipment, or software so spreading the resources out could cause the quality of the existing products to suffer. The current crop of products and services are what made the company successful in the first place, there is no guarantee that the new products will be
Based on the legal encounter, it seems as if the unsatisfactory performance/corrective action plan was not followed in this case. Pat was not put on a corrective action plan and he was not explained what things were not working out. We are unaware of his job performance since he was not put on a corrective action plan and it seems as if his job performance was not mentioned during his termination meeting with his supervisor. Due to Pat being an at-will employee, he can be terminated at any time for any legal reason. If NewCorp is stating that his job performance was unsatisfactory, it must be documented.
Going on strike without any actual grounds to do so (reference) B. Obstacles 1. Not enough pilots to continue to get the customer where he or she needs to go. 2. Loss of income for the company as a whole C. Which federal, state or local laws could be broken because of these legal issues/ why?
Threats: Having a lack of long-term business strategy gives CanGo no direction. The risks to the company become much greater with no planning and risk management being done. CanGo needs to be run in less of an emergent manner. A total aversion to any type of planning at all will be a glaring threat to CanGo. 3.
There is no proper linkage between corporate HR structure and operations at the plant level. In other word there is no chain of command kind of linkage between them. It seems that operations office can do the HR functions by themselves like hire and fire which is in fact corporate HR department’s sole function. The leave reason seems to be written by the supervisor not the employee, this is not logical. 2.
The management lacks policies and visible support for quality standards. Although they have recently hired Hank Kolb to oversee their quality program, which is a good decision, the lack of support from senior management for quality is very apparent. It was evident in launching the Greasex line to gain market share without testing the processes involved in making the product as well as ensuring safety requirements are achieved. They saw quality as only a secondary added value. The personnel department is the first department to be interviewed.