The Teamsters Union is attempting to organize the drivers at We Haul trucking company. Workers who favor a union have been using the lunchroom to hand out petitions and urge other drivers to sign authorization cards. The company posts a notice in the lunchroom: “Many employees do not want unions discussed in the lunchroom. Out of respect for them, we are prohibiting further union efforts in this lunchroom.” Is this sign legal?

FedEx gave Marcie Dutschmann an employment handbook stating that (1) she was an at will employee, (2) the handbook did not create any contractual rights, and (3) employees who were fired had the right to a termination hearing. The company fired Dutschmann, claiming that she had falsified delivery records. She said that FedEx was retaliating against her because she had complained of sexual harassment. FedEx refused her request for a termination hearing. Did the employee handbook create an implied contract guaranteeing Dutschmann a hearing?

Peter Oiler was a truck driver who delivered groceries to Winn-Dixie stores. He revealed to his boss that in his free time he liked to dress as a woman, even though he was happily married to a woman. Oiler had been diagnosed with transvestic fetishism with gender dysphoria and a gender identity disorder. Winn-Dixie fired him for fear that, if customers found out, they would go elsewhere to buy their groceries. Does Oiler have a claim against Winn-Dixie?

Ryan could not stay awake at work—and was unable to remember and keep track of key parts of his job. When questioned, he told his boss that he had sleep apnea, a sleep disorder that causes a person to stop breathing during sleep. His report from his doctor said that it was possible Ryan did have sleep apnea, but there was no definitive diagnosis because Ryan refused to take the necessary tests. The report also said that Ryan’s sleepiness could be caused by bad habits, like irregular sleep times, a poor diet, and heavy caffeine consumption. What legal obligations does his employer have to Ryan? Can Ryan be fired?

Kaizen is a Japanese term for continuous improvement in all aspects of an entity’s performance, at every level. The philosophy of Kaizen seeks to involve all levels of employees, encouraging suggestions for small incremental improvements across all areas of the business which over time have a major impact. In a manufacturing context, processes are standardized, assessed and then improved, with the ultimate result being decreased waste and increased productivity.

Deming suggested a cycle of continuous improvement called the PDCA, which was a result of the need to link the manufacture of products with the needs of the consumer along with focusing departmental resources in a collegial effort to meet those needs.

Th Juran Quality Trilogy developed an approach for cross-functional management that comprises three legislative processes: quality planning, quality control and quality improvement.

How do you think these three focus differ or coincide and how this adapts to the late and most modern quality philosophies?

QCE18-3 How Do Business Processes and Information Systems Relate?

Explain how information systems and business processes differ. Give an example, other than one in this text, of a business process that uses two or more information systems. Give an example, other than one in this text, of an information system that is part of two or more business processes. Explain how the relationship of business processes and information systems is many-to-many.

EXPLAIN. Include all examples requested please. Thoroughly explain where required for thumbs up. Otherwise thumbs down as incomplete.

Thanks.

ZZ Tire Company started as retail installer of tires on cars 10 years ago. They now have 400 retail stores, installing about 10,000 tires per store per year and selling a total of 4 million tires. 5 years ago, they decided to start manufacturing their own tires to sell in their retail locations.

They now have 4 manufacturing plants, making 2 million tires a year. They made a profit of $170 million dollars. On average, they make $50 a tire on the tires they manufacture and $35 on the tires from other manufacturers. Their current growth rate is 12% a year, and they are only located in the 10 southeastern states. Their current customer satisfaction rating is 85%. They are also starting to do research on making a tire that increases gas mileage in cars. Currently, they are using the same type of machines in the factory since the beginning and still use the same type of machines in their installation locations.

Do a basic balanced scorecard evaluation where you go through the four areas (learning and growth, internal business process, customer, and financial perspectives) and provide management some ideas for improvement. You are allowed to estimate and make assumptions about the company.

6. Why is the AppleWatch called “an iPhone” killer? Why would Apple want to “kill” the iPhone by creating a new device?

The product design group of Iyengar Electric​ Supplies, Inc., has determined that it needs to design a new series of switches. It must decide on one of three design strategies. The market forecast is for

200,000

units. The better and more sophisticated the design strategy and the more time spent on value​ engineering, the less will be the variable cost. The chief of engineering​ design, Dr. W. L.​ Berry, has decided that the following costs are a good estimate of the initial and variable costs connected with each of the three strategies explained below.

​Low-tech​:

a​ low-technology, low-cost process consisting of hiring several new junior engineers. This option has a fixed cost of

​40,000

and​ variable-cost probabilities of

0.5

for

​$0.54

0.1

for

​$0.49

and

0.4

for

​$0.47

Subcontract​:

a​ medium-cost approach using a good outside design staff. This approach would have a fixed cost of

​60,000

and​ variable-cost probabilities of

0.70.7

of

​$0.52

0.2

of

​$0.47

and

0.1

of

​$0.37

​High-tech​:

a​ high-technology approach using the very best of the inside staff and the latest​ computer-aided design technology. This approach has a fixed cost of

85,000

and​ variable-cost probabilities of

0.90

of

​$0.39

and

0.1

of

​$0.38

What is the best decision based on an expected monetary value​ (EMV) criterion?

​(Note​:

We want the lowest​ EMV, as we are dealing with costs in this​ problem.)

High-tech

Subcontract

Low-tech

What is Marvel’s business model (business divisions and their roles and interplays of activities in each division)? In your view, what strategic direction should Marvel Enterprises’ Vice Chairman Peter Cuneo and his colleagues pursue? Why? How?

Why was Marvel’s turnaround so successful? Would you characterize that success as a fluke? Or do you view it as sustainable? Why? How?

How important are each of Marvel’s three divisions – comic books, toys, and licensing – to its past and future performance?

To what extent is Marvel’s success due to only one character, Spider-Man? How can Marvel develop its lesser-know characters?

Case Discussion (Marvel)

Due diligence builds from the top down—from knowledge to information to data.

True or False

What is the master and servant relationship in collective agreements

2. What were the main obstacles the AppleWatch team faced and how did the team deal with them?

This week involves a case scenario that is loosely based on real events that I'm aware of occurring. I've changed a good bit for privacy reasons but the basic conflict presented here for the leader is the same. You are not being assessed on your understanding of all aspects related to the discipline process but rather how you process through the competing elements of the situation to make a fair decision that accomplishes the short term objective while maintaining a long term view for successful outcomes later.

Allan is on your staff and has been for the last 6 years. He is very likeable and does a great job working with clients but his documentation is weak and organization as a whole is a challenge. He's mentioned some issues with emotional problems and attention deficit disorder.  He's confided that he's under doctor's care for these things but has never provided any documentation asking for accommodations in the workplace.

In the past two years you've seen more examples of Allan's disorganization and documentation issues causing problems within your department. At times it has affected his capacity to serve his clients.  You've talked with him periodically about it and had he's expressed understanding of the need to improve, making promises to do so.  Things didn't improve though and you had to start making more formal steps, such as doing special audits of the files.  You attempted to set incremental benchmarks to get them into good shape but progress was always uneven. There are often good excuses for not being able to get it done - some kind of indisputable family emergency or other distraction - but progress has been tepid at best and often met by regression in performance.

After one such instance where Allan did not meet your expectations for documentation and you issued a written reprimand. This was about 5 months ago. He accepted responsibility and said he'd improve.

About two months ago you did an audit and found that the files were still a mess - not anywhere near even minimum expectations. At that point you issued clear expectations for improvement and gave a month to accomplish them. The expectations were achievable but did not happen.

Simultaneously, elsewhere in your company, another employee was involved in an investigation after their lack of documentation was discovered in a bad situation that caused some significant embarrassment to the CEO. That investigation involved documentation deficits much like the ones seen in Allan's case only there had been no prior discipline / written reprimand. It resulted in a 7 day suspension without pay.

Though in this situation there isn't a union involved there is pressure to be consistent and fair, and employees do talk. You will have major dissention and other fall out if you don't handle this correctly.

After concluding your investigation into Allan's documentation problems you really want to do a lesser suspension but you don't think your CEO will go for it. One of his VP's go as far as to tell you not to even ask for less, that it won't end well - the implication being you might lose some favor with the CEO if you appear too soft on the topic. You do see the merits of being consistent and that it would create some major issues and possibly allegations of favoritism, etc. if you did less than the other person's suspension, but you think that sanction, which has already been levied, was too much.

1. Pretend you are sitting down for the meeting with the CEO to discuss the sanction. The facts proving Allan's guilt are rock solid so the punishment is the only lingering point of discussion. Given the above, what is the recommendation you are going to make for the sanction, and how are you going to justify it?

2. Now you are at the point of sharing the outcome with your staff member. How do you present it to them? How do you explain the rationale for the sanction to your employee in a way that motivates them to change and preserves the working relationship you've had thus far?

You are hired as the Training & Development Specialist at a manufacturing company. The Director of HR has asked you to complete small project in two parts, detailed below.

PART A

You have been tasked by the Director of HR with developing the training for a new Human Resources Assistant

This employee will be supporting a Manager and two HR Consultants by doing the following:

·      reception duties

·      looking after all paperwork

·      formatting union contracts and

·      providing general admin support to the department.

You are tasked to develop and write 5 different objectives for the training.

Each objective must be measured by the end of training by the trainer.

Each objective must be divided into the parts of performance, condition and

criterion using the following format for each:

Objective 1: write out your objective out in full; - then separate it into the following parts:

Performance 1: write the performance portion of your objective

Condition 1: write the condition portion of your objective

Criterion 1: write the criterion portion of your objective

Please note that each objective, including all 3 parts of that objective, must be

completely different from each other objective. This means that conditions should not be repeated.

PART B

The Director of HR has tasked you with some research as the organization is going to be embarking on some company-wide training initiatives.

1. The CEO has heard of the terms "on-the-job training" and "off-the-job training". How might you define them, and could you provide an example for each?

2. As part of her presentation to the Sr. Leaders meeting, the Director of HR has asked you to describe things sources of data for your ANALYSIS, provide a list of training METHODS, and how you might EVALUATE the training in these company-wide initiatives.

3. She has also asked you to describe 3 advantages and 3 disadvantages of asynchronous and synchronous methods for any new training programs.