Then she went to find a job, she began the tour of the local hotels and supermarkets, all of them let her fill out the applications. “Then her next stop was the Winn-Dixie, which turned out to have a particularly onerous application process, featuring a fifteen-minute “interview” by computer since, apparently no human on the premises is deemed capable of representing the corporate point of view (139).” After three days and approximately twenty places that she had applied, she received a call for an interview. It was Hearthside where she began to work from 2:00 till 10:00 p.m. Then Ehrenreich was hired at Jerry’s where she worked the breakfast and lunch shift got; off at 2:00 and then went to Hearthside at 2:10 and attempted to hold out until 10:00. Later she quit Hearthside and only work at Jerry’s. Then she moved from Florida and worked as a housekeeper.
(20 points) MGMT 303 Week 6 Case Study Case Study This week, you will be playing the role of a senior manager whose business is growing and is considering bringing on additional staff. However, the HR manager has suggested hiring potential employees on a temp-to-perm basis. Many organizations are recruiting permanent employees using this policy. Read the case: “The Temptations of Temping.” See the case toward the end of Chapter 14. After reading the case, answer Questions 1, 2, and 3.
In groups of three or four, make a list of possible reasons that the actual ending inventory might not agree with the ending inventory according to a computer system. Jason Tierro, an inventory Jason Tierro, an inventory clerk at Lexmar Company, is responsible for taking a physical count of the goods on hand at the end of the year. He has been performing this duty for several years. This year, Jason was very busy due to a shortage of personnel at the company, so he decided to just estimate the amount of ending inventory instead of doing an accurate count. He reasoned that he could come very close to the true amount because of his past experience working with inventory.
Paul Fortune was the GM for HI, came from England in April 2002 to the preparations for RDH. Problem: The challenge was to transform a large group of family-based employees, working under an ad-hoc management style, into a professional group of dynamic employees operating within a structured international organizational culture. Fortune also realized that many of the existing staff, who had been employed for as long as 30 years, were limited in their work professionalism and the ability communicate in English. Opportunities: Fortune has to reduce the number of employees from 675 to 350 employees by November 2002. A two month training period for all employees would being in search for employees with the right attitude and ability.
Active or passive diversity is referring to the demographics of the area for which the labor is needed. The company should be actively open to pursue the diversity in the area to fill their workforce because generally those who are of a different ethnicity or nationality would be willing to work for a much lower wage than those who are more educated or more experienced. However the text states that a more passive approach would be better since an active one would require more time and substantial planning and assimilation activity to do so
Jobs that have specific qualifications or task that are defined should be a Person/Job Match. Jobs that are poorly defined should be a Person/Organization Match, that is matched with the vision of the company. Having specific knowledge, skills, and abilities is needed for some jobs but the greater needs for the company would follow a more general path. Having a general skill set such as flexibility, ability to learn, and communication skills will enable your department to place employees across a variety of jobs and develop their more specific talents as the company has needs. While any company wants to employ exceptionally quality minded employees they are also faced with the fact that they are less experienced than the acceptable quality workforce.
While candidates are otherwise qualified they don’t possess the skills to maintain good customer service and problem solving skills necessary to effectively work in retail. Using the ranking method, finalist are ordered from the most desirable to the least desirable based on results of discretional assessments, hiring managers have a higher probability of choosing the most qualified candidate. (Heneman & Judge p. 554) Managerial focus groups should focus on eliminating the time laps between the application and the offer of employment as these is eliminating qualified
I do not know how big the stores are, but what if we can decrease the number of employees and train the ones they have. Short- or Long-Term Focus Main goals for Tanglewood are further expansion and improving customer service. It is more appropriate to use long term, but we have to have talent management programs. Company has to make long-term goals, because they are harder to achieve. With long-term goals, we would have short-term goals and achieving even more.
Without the tools, the learner could easily be confused by the myriad of problems and choices, and being unable to prioritize the issues could lead to faulty business decisions. While a higher level of experience and expertise in both the industry and profession may lower one’s dependence on tools such as these, they are very helpful for beginning managers who have stepped into a new level of authority or moved into a new industry to help recognize what problems are important and need to be dealt with, and the urgency with which to do so. Even as they become more familiar with the problems of their new position, tools such as these will still always be helpful in making sure that, as managers, he or she does not overlook important problems while making surface problems more important than they are, and being able to implement change correspondingly. The desired outcome of the simulation was to give us a taste of management. Specifically we were to focus on improving the stores sales.
THE TROUBLE WITH BACKGROUND CHECKS; Employee screening has become a big business, but not always an accurate one. This article presented instances of people who claimed that background screening firms ruined their chances at job opportunities. In each case the applicants, Ted Pendergrass, Theon Carter, John Griffith, and Ingrid Morales, all have claims that background screening firms have inaccurate information. Ted Pendergrass applied and was rejected for the store supervisor job at Walgreens in November of 2006. The reason, a background screening firm called ChoicePoint, which is the largest screening firm in the United States for corporate employers, had reported to Walgreens that Mr. Pendergrass had a record of “cash register fraud and theft of merchandise” totaling over $7,000.