10-7 breach of contract: Roger Bannister was the director of technical and product development for Bemis Co. He signed a covenant not to compete that prohibited him from working for a “conflicting organization” for eighteen months following his termination, but required Bemis to pay his salary if he was unable to fi nd a job “consistent with his abilities and education.” Bemis terminated Bannister. Mondi Packaging, a Bemis competitor, told him that it would like to offer him a job but could not do so because of the noncompete agreement. Bemis released Bannister from the agreement with respect to “all other companies than Mondi” and refused to pay his salary. released Bannister from the agreement with respect to “all other companies than Mondi” and refused to pay his salary Inc., another Bemis competitor.
However, Mrs. Miller has failed to prove that the fourth criterion to establish discrimination was met. This case supports my recommendation of litigation because the change to the schedule affected all production staff. Those who are not in Mrs. Miller’s protected class were not treated more favorably than Mrs. Miller. The schedule change required that all employees who had previously not worked weekends would now be required to work the rotating schedule. C2.
Memorandum To: John Doe, Toy Company CEO From: Date: Re: Constructive Discharge Claim Confidential Constructive Discharge Claim A former employee of Toy Company has filed a lawsuit claiming constructive discharge after a work schedule policy change. The employee claims that the new work schedule requires employees to work on a religious holy day. The Equal Employment Opportunity Commission (EEOC) defines constructive discharge as forcing an employee to resign by making the working environment so intolerable a reasonable person would not be able to stay (www.eeoc.gov). Based solely on the information I have been provided, this employee does not have a valid claim. The first reason being, the employee must inform the appropriate
The main culture of this organization is. One of the characteristics that allow USAA to operate differently than most other Fortune 500 companies is that it is not a corporation. Since there are no shareholders, profits are retained for financial strength or returned to the members. The organizational structure of USAA consists of a board of directors, executive council and CEO. According to "Corporate Governance" (n.d.) “The USAA Board of Directors is comprised of 16 accomplished individuals who have distinguished themselves through their military and civilian careers.
Case Study 1-1 Job Performance Abstract This case is about a company who manufactures ovens. The company wants to remove jobs out of the bargaining unit due to the experimental program failed because of poor performance. The company presents no evidence of disciplinary warnings or coaching to change the behavior of the accused employees of their poor performance. I have found somewhat a similar situation with General Motors plant in California. Placement or removal of the job classification Job classifications are job descriptions regardless of the person’s knowledge, skills, abilities and other characteristics such as experience and education.
The shareholders are: * Vesticol Chemical corp that has 80% of the ownership with commitement to significant amount of new investment and a minimum retention of employees; * Estonia Governement that hold the rest of the ownership and act as the contractual supplier. As the stakeholders of the company include all the parties that have an interest on the future of the company and should be aware about its strategical decisions, then we can consider the following entities as main stakeholders of Vesticol Easti : * Shareholders * Employees * American Government 2. WHAT ARE THE OBJECTIVES OF EACH STAKEHOLDER? The objectives of stackholders can be listed as bellow: * Shareholders objectives: * To achieve and sustain a globally competitive position as a benzoic acid producer * To establish a competitive benzoic acid derivatives business * To earn excellent returns for shareholders * To operate safely, ethically and with high social standards * Employees objectives : * To be well paid with wages and jobs being guaranteed * American government : * Support the interests of the parent company in Estonia * Maintain good relations
Lary Melton did not stop at these three. On the following day, he also phoned Gloria Greer and scolded her for not telling him about the union meeting. Not only interrogating the employees, Melton also requested Ewing “not to sign anything or talk to any organizer” and requested him “to keep him informed of any such activities.” Lary Melton’s action was obviously putting difficulties in employees’ way to the union. While doing this, he
Concord Bookshop Paper Monica Wilson HCS/587 January 14, 2013 Dr. Sonnia Oliva Concord Bookshop Paper I would like to present the caase of a Concord area bookshop where organizational change goes wrong on many levels for a number of the stakeholders; i.e., store employees and some members of management. Spector (2010) points out that the board of the 64 year old institution decided to hire a new general manager, in effect causing de facto demotions. The workers wanted to meet with the owners to discuss the issues but the owners declined. They opted instead to move forward with their planned change, minus any employee input. The proposed change caused a number of employees to resign and many in the community to voice their outrage.
Pitfalls 1. Miss-specification: * Rich-Con did not hire external consultant to help with their implementation process instead they completely relied on the vendors. * The vendor did not have a standard implementation methodology and did not ask question to learn about Rich-Con’s as-is process. * There was no CIO to overlook the implementation process. Marty Sawyer continued to operate as CIO and president often relying on new hires to guide vendors.
To escape this mess, we should remove it, and grip another method for settling on open decisions. America is soiled in what savant Hannah Arendt called “the principle of no one.” The president’s frailty to redesign the official extension -evidently his established authority -is only an indication of a center structural defect. After decades of lawful accumulation, government is out of anybody’s control. Government is controlled by a goliath legitimate blob, squashing social order and open representatives under a mass of orders and organization. Under blob principle, no human is in control.