When unethical decisions are made, everyone involved in the corporation and its well being are affected in a negative way and will jeopardize the well being of the business. “Ethical responsibilities of an organization’s management are to follow the generally held beliefs about behavior in society” (Wheelen and Hunger, pg 58). An ethical role within the corporation is not mandatory, however it is practiced in most businesses would be giving employees notices of
He uses logos to point out our moral responsibility to make sure workers receive fair compensation and sanitary working conditions. He uses pathos when describing unsanitary conditions, child labor, and unfair worker compensation. He states his thesis in the fifth paragraph after he describes the poor working conditions created by corporations whose sole interest is increasing profits. He organizes his argument by first describing the consumers and then describing sweatshops. The main argument against increasing the wages of these workers is that it will have a negative impact on the developing world because workers will lose their jobs.
These cuts the company has to make resulted in employee dissatisfaction. The cabin crew staff has been addressing their demands through these strikes several times. This could means that employees and management do not have strong relationships. The “Front face” of BA is heavily unionised. Thus resulting in employees being unsatisfied with the management of the business which later could impact the businesses relationship with its stakeholder through the recession, however this strategy in the long run could result in employees not losing their jobs as BA are benchmarking their competition who significantly seceding in the recession without tarnishing its relationship with its employees.
Case Analysis: Dissension in the Ranks 1. What is the cause of the problems described in the case? How serious are these problems in your opinion? Nordstrom didn't make any distinction between selling and non selling hours, the SPH of the employees accounted to be lower than what it should have been. The fear of having lower SPH forced employees to make the non selling hours off the record and this resulted in losses for the employees, in both, monetary as well as recognition of extra efforts work.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.
In preparation for a training program for supervisors and managers, identify at least three common errors in the performance appraisal process and describe them. In addition, describe steps to minimize these errors. (Points : 30) Spellchecker I 7. (TCO H) You are the HR VP for the Carringten Auto Brake Lining Company. A recent economic downturn has seriously affected the auto industry and your company, as well.
Without the knowledge about how specific industry works, it is very hard to manage and lead the team to progress and be successful. To make things even worse, Peterson had to report to Jeff Hardy, who was Director of Budgets and Plans and also had no experience in systems operations. This was the first sign of miscommunication in the company. One of the biggest problems for Erik Peterson was bad communication and lack of expertise from the chief engineer Curt Anderson. Peterson showed decent managerial skills by giving specific instructions on how to improve Curt’s ability to plan and organize.
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
* Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC. * Ineffective collaboration with the suppliers No or little communication with key suppliers, hence effecting quality and quantity of shipments. * Poor Internal communication Lack of internal communication causing disruption of business processes / operations. * Manufacturing bottlenecks Lack of inventory management / loss of inventory causing manufacturing delays, hence creating bottlenecks / in efficiencies. * Assembly Lines Faults Poor design of assembly floor line is causing manufacturing delays as inter related task are done separately.
The integral part of the problem was also identified in poor differentiation of “non-sell” and “selling” time. The company also used sales per hour ratio as the leading factor in performance evaluation and work compensation. This performance indicator was not properly balanced by other factors, such as customer satisfaction, in actual work compensation. My suggestions for designing a motivation program for Nordstrom would include a system to reward the employees for the work they do and not hurt them for time spent in meetings and shelving. They should set up a system that encourages the employees to “go the extra mile” without penalizing them on their hours.