GRIEVANCE If we feel the need for a grievance to take place we must follow the Disciplinary and Grievance procedures. Any Grievance must be kept confidential and dealt with in a professional way. If the Grievance is for yourself your employer must follow ACAS code of practice on Disciplinary and Grievance procedures. CONFLICT MANAGEMENT Conflict is always likely to happen in the work place. We are expected to act honestly and to not put yourself in any position which could cause conflict at work.
ATLANTIC STORE FURNITURE CASE ANALYSIS Organization Behavior 530 October 8, 2013 Words: 1684 The Atlantic Store Furniture case depicts a hostile work environment composed of woodworking and metalworking employees. The former entity is belittling the other by means of intimidation and harassment. The relationship between the two groups of the company Atlantic Store Furniture (ASF) has plummeted. The employee’s negative and non-constructive behaviors have escalated to a level uncontrollable by management. Previous efforts by management to find a solution to these issues were unsuccessful.
assault, rape or indecent exposure. If the allegation is about my manager or the manager is unwilling to do anything, I will follow my company policy of reporting abuse and report to CQC. 2.2 Explain the actions to take if an individual alleges that they are being abused: Its most important to believe what you are being told, no matter how far fetched it seems or silly it sounds. Reassure the victim it was not their fault and they are not to blame for what has happened. Report the allegation to your team-leader immediately.
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.
2) Lack of clear or established boundaries in authority, responsibility and accountability in the role of General Manager from executive management down to Erik. Erik is making decisions, such as salary for new employees and tackling potential zoning problems, that are then questioned (or ignored) by headquarters, calling into question Erik's authority and undermining the success of the operation. 2. What are the underlying causes of these problems? 1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers.
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.
Ensure any verbal reports have been put into writing and make a copy for your manager and keep a copy for yourself! Ensure you preserve any evidence of the abuse – it could be crucial. Follow your company’s whistleblowing policy and procedure. If you feel you are not being listened to or not being taken seriously then you have the right to report your allegation to the next level of management, local social services, police or
Question 1: There are several major problems facing the credit card division. First and foremost, their customers are not satisfied with the services they have been receiving, but BankUSA seems to think they are doing a good job. The discrepancies between the consumer and the company lead to more issues within, causing them to have a rocky internal system. In order to better communicate with their customers, BankUSA is trying to implement a new internal and external survey that helps them see eye to eye. Other problems that BankUSA is facing are low employee morale and miscommunications within, which become evident when they try to discuss options for improving the surveys and employees give conflicting feedback.
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.
* Assembly Lines Faults Poor design of assembly floor line is causing manufacturing delays as inter related task are done separately. * Poor Market Reputation Due to ineffective order deliveries to customers and problems with suppliers is causing Zing PC its market reputation. * Excessive Lead Time Excessive Lead time causing delays in decision making of the firm creating operational delays. 2. How could ZingPC benefit from outsourcing?