For each scenarios below "hr strategy: responding to a union organizing drive, assume that the union won and is now bargaining for a contract.
As an HR manager developing a strike contingency plan, what particular concerns should you have in each scenario?
ACME AUTO PARTS Acme Auto Parts is a small nonunion manufacturer of auto parts located in a small town in the South. The work is repetitive and routine. There are no particular skill or educational requirements for the production employees. Acme sells nearly all its parts to the Big Three automakers (Ford, General Motors, and Chrysler) according to the specifications they provide. The highly unionized Big Three have largely outsourced the manufacturing of parts. Many of their traditional parts suppliers have closed their unionized operations in Michigan and opened nonunion plants in the South and in Mexico. The Big Three, however, continue to face competitive cost pressures from the Japanese car companies and therefore are continually trying to wring cost concessions from their suppliers. The parts workers at various companies that are still represented by the United Auto Workers (UAW) face demands for concessions during every contract negotiation. The UAW is therefore trying to organize the nonunion parts factories. You have seen UAW organizers in town trying to contact Acme workers for the past few weeks. This morning you overheard two workers talking about the UAW. THE ZINNIA The Zinnia is a 300-room hotel in the central business district of a major Midwestern metropolitan area. This is a full-service hotel—a hotel providing a wide variety of services including food and beverage facilities and meeting rooms—that caters to individual business travelers, convention attendees, and local businesspeople who need meeting space. The Zinnia emphasizes outstanding service and amenities and is owned by a prominent local real estate magnate, Ms. Lucy Baldercash, who closely monitors the management and financial performance of her diversified properties. Many of this city’s major hotels are unionized, and the Zinnia’s wage rates are equal to the local union wage scale. You feel that while the Zinnia’s employee benefit package is modest compared to what the union has been able to extract from your unionized competitors, it is competitive with other low-skilled occupations in the area—and is particularly generous for the undocumented immigrants that you have quietly hired to fill the dishwashing and room cleaning positions. You also feel that your unionized competitors are saddled with myriad work rules that restrict flexibility. The local union organizes aggressively and isn’t afraid to have public marches and demonstrations in support of its goal of social justice. But you thought your workers were content, and you were astonished to learn this morning that Zinnia workers have been quietly signing authorization cards. You received notice from the NLRB that a petition was filed by the local hotel union requesting an election covering back-of-the-house workers (kitchen, laundry, and room cleaning employees—not front-of-the-house employees like bellhops, bartenders, and waitresses) and that this petition was supported by signed authorization cards from 40 percent of the workers. SCHOOL DISTRICT 273 School District 273 is a medium-sized public school district in a Northeastern state with a comprehensive bargaining law that includes teachers. The bargaining law allows strikes (except for police, firefighters, and prison guards) and also allows unions to be recognized through a card check recognition procedure if the employer does not object. Otherwise a representation election will be conducted when a petition is supported by 30 percent signed authorization cards. No employees in District 273 are represented by a union, though teachers in many neighboring districts are. District 273 receives 75 percent of its funding from the state based on a statewide per-student funding formula; the remainder comes from local property taxes and fees. To balance the state budget, school funding was reduced by 10 percent. School budgets are also being squeezed by rising health care costs. And teachers are frustrated by the state’s emphasis on standardized test scores; they feel they are losing control over educational standards and curriculum. A grassroots unionization effort started among some teachers at the district’s high school near the beginning of the school year. It is now the middle of the school year, and the leaders of this grassroots effort—which they are now calling the District 273 Teacher’s Association—claim to have signed authorization cards from 70 percent of the teachers, including large numbers at all the district’s schools. They have asked the school board to voluntarily recognize their union and schedule bargaining sessions to hear their concerns and negotiate a contract that preserves teachers’ input into the educational process. WOODVILLE HEALTHCARE Woodville HealthCare is a for-profit health care provider formed through the merger of several networks of physicians. It operates 50 managed care clinics and employs 400 doctors in the West. The merger has resulted in a Page 228major restructuring of operations. Several clinics have been closed, and a number of new operating guidelines have been implemented. Doctors are now required to see more patients; specialty medical procedures and nongeneric prescriptions must be approved by the medical authorization department; and expensive procedures can negatively affect a doctor’s salary. Some doctors contacted a national doctors’ union that is affiliated with one of the largest U.S. unions, and an organizing drive was launched. After a petition was filed with the NLRB, Woodville filed objections and argued that the doctors were supervisors and therefore excluded from the NLRA. The NLRB eventually ruled that 100 of the doctors had supervisory responsibilities, but that 300 were nonmanagerial doctors. Woodville then spent $300,000 (plus staff time) on an antiunion campaign leading up to last week’s election for the 300 nonmanagerial doctors. The election results were 142 voting in favor of the union, 128 against. This is a slim seven-vote margin, and you have until tomorrow to decide whether to appeal the results of the election by filing objections with the NLRB. Several days before the election, the union’s website reported salary figures for Woodville’s top executives that were grossly inflated. You have also investigated several allegations of inappropriate union campaigning on the day of the election but have uncovered only weak evidence. Your attorney predicts that there is a 20 percent chance an appeal would succeed.
In: Operations Management
A monumental factor behind Disney's success is the company's acquisition strategies. Compose a brief analysis describing (i) the company's approach to successfully completing acquisitions, (ii) why you believe this approach has been fruitful in the past, and (iii) the influences you think the company's past acquisition strategies will have on future strategies.
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What roles do vision, mission, and strategy play in the development of a Balanced Scorecard? Explain in at least 130 words.
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In: Operations Management
1. Define an information system, and list the components of the information system above?
2. Can you make a functional decomposition to the information system above, and why?
3. Where is the automation boundary, and what part of the system is in and what part is out the automation?
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Read the narrative below for the City Healthcare Management System, and develop a CLASS DIAGRAM with the following requirements: 1. List the attributes in each class (it is not given in the narrative), 2. For each class identify the key attribute, 3. Link the classes by drawing the associations between the classes, 4. For each association write the minimum and maximum multiplicity. Normally, one or many doctors, one or many nurse, and admin employees work in the clinic. The clinic has one or many reception desks, and each reception has one or many receptionist working on patient records. The clinic has one or many patients registered, and each patient has one and only one file. The receptionist can prepare zero or many patients files. The nurse can checkup zero or many patients in the checkup room, and each checkup room has two or more nurse working. The clinic has two or many waiting area, for the patients. The doctor can investigate zero or many patients, and a patient can visit one or many doctors. The doctor can request zero or many test for a patient, or transfer zero or many patients to the hospital. The hospital has one or many inpatient wards, one or many patients can be admitted in a ward, and each ward has one or many beds.
In: Operations Management
what do employers seek when they are looking for groupings of collective skills and knowledge
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Multi-national enterprises (MNEs) have been criticised for having a "cash-cow" perspective of their host country's resources. Explain why this may be the case and provide examples in your response.
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Discuss the main premises of the Path-Goal theory of leadership.
Please use at least 130 words. Thank you!
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Video #1: E Commerce Marketing Strategy 12 Killer Tips Presented by Marketing 360 video 11 minutes
Video #2: Digital Marketing Strategy E Commerce Distribution by Tom Walsham who is Director of Purduct for The Working Group (TWG) video 17 minutes
Complete a 1-2 page paper (double-spaced) about the differences in these videos.
In: Operations Management
1) How job evaluation can be conducted for a Mid-level sales executive position in an FMCG based company and prepared a grade-based pay structure for the same position.
2) Prepare a performance appraisal metric for the below-mentioned job role along with incentive and compensation after appraisal.
AGRICULTURAL CONSULTANT
Agricultural consultants provide advice on the use and management of agricultural land. Typically they specialize either in business or technical expertise; specialists in the former area advise agricultural landowners on financial issues and business strategy, while technical specialists consider how to make the most effective use of the land. Technical specialists often focus on a particular area, such as pollution control, forestry consultancy, or crop rotation. Whatever the specialisation, the ultimate aim of an agricultural consultant is to balance the commercial viability of agricultural land with sustainable development. Key tasks include:
A large proportion of the work is home or office based, while some consultants may also spend time in the laboratory. Visits to farms may require a substantial amount of car travel, although the distance and the need for overnight stays depend on the project. The working week tends to be from Monday to Friday, although variations in workload relate to seasonal demands - some long and unsocial hours may be necessary during busy periods.
Opportunities for promotion are into senior consultancy positions and then management positions. Promotion is often related to experience and performance, and relocation or specialisation may be required to progress.
Jobs are advertised by specialist recruitment agencies, in local/national newspapers, by the National Farmers' Union and trade publications including the New Scientist, Nature, Farmers' Weekly and The Scottish Farmer. Speculative applications are highly advisable, for which directories such as the British Institute of Agricultural Consultants (BIAC) or the Associaltion of Independent Crop Consultants' List of Members may be useful. It is also an excellent idea to make use of the contacts agricultural colleges and departments have to local and national agricultural businesses and institutions.
A few farm management consultancy firms offer a small number of graduate trainee positions.
Opportunities for overseas work occur regularly, although previous international experience is often necessary and many vacancies are temporary.
Typical employers of agricultural consultants
Qualifications and training required
A degree in soil/earth sciences, agriculture, horticulture, crop/plant science or animal science is normally the minimum academic requirement for entry into the profession, although it may be possible to enter a business consultancy role in agriculture with a business degree.
Whatever specialisation you choose, prior experience of the agricultural industry is essential. A relevant postgraduate qualification may also be necessary for overseas work, and further study into a niche area may help career progression.
Key skills for agricultural consultants
Due to the nature of the work, it helps if graduates enjoy working outdoors. A driving licence and car often feature among the list of essential requirements. Employers look for individuals with evidence of:
ANSWER IS IN THE PROVIDED INFORMATION
In: Operations Management
Hi, could you provide me with a brief response to this question and an explanation so I can understand
TM2 has recently internally transferred to our team as a client liaison officer. They get the job done but are slow and their efficiency is below par. Yhey have not met any KPIs, RPC etc and now they are demonstrating bad timekeeping, being late on deliverables and the error margin of their work is increasing causing lost productivity. They are not checking their work and several rechecks are required with their attitude becoming quite negligent
Could you describe three (3) instances where you could provide informal feedback to them?
Instance 1
Instance 2
Instance 3
In: Operations Management
Modern business strives to develop products and related support services that appeal to specific cultures. To what degree is there a connection between the types of products and related support services offered and the management strategies employed? Explain. Are these connections the result of the cultural influence of the consumer base to which the products are marketed, or are they driven by the product offerings? Why?
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QUESTION ONE
Platinum Real Estate Consulting Group, owner of a number of properties dotted around Lusaka is faced with a choice of:
REQUIRED:
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