Even in the absence of collective bargaining, workers do have some bargaining power that allows them to receive wages higher than their reservation wage. Each worker’s bargaining power depends both on the nature of the job and on the economy-wide labor market conditions.

(a) Compare the job of a delivery person to a computer network administrator. Which of these jobs does a worker have more bargaining power? Why?

(b) For any given job, how do labor market conditions (like high or low unemployment) affect a worker’s bargaining power?

In the past your organization has encountered problems implementing the changes required by new union collective agreements. These problems have included being unable to meet agreed deadlines for processing retroactive pay and implementing new earnings and deductions. It is time once again for negotiations and, as Payroll Manager, you would like to be part of the process. After discussions with the Vice-President, Finance, you have been asked to provide a written document outlining the advantages of having payroll participate in this process.

Prepare a memo to the Vice-President outlining the problems you have encountered in the past and how they could have been avoided if you had been part of the negotiation process.

Background Information Langley Mason Health (LMH) is located in North Reno County, the largest public health care district in the state of Nevada, serving an 850 square mile area encompassing seven distinctly different communities. The health district was founded in 1937 by a registered nurse and dietician who opened a small medical facility on a former poultry farm. Today the health system comprises Langley Medical Center, a 317-bed tertiary medical center and level II trauma center; Mason Hospital, a 107-bed community hospital; and Mason Continuing Care Center and Villa Langley, two part-skilled nursing facilities (SNFs); a home care division; an ambulatory surgery center; and an outpatient behavioral medicine center. In anticipation of expected population growth in North Reno County and to meet the state-mandated seismic requirements, LMG developed an aggressive facilities master plan (FMP) that includes plans to build a state-of-the-art 453-bed replacement hospital for its Langley Medical Center campus, double the size of its Mason Hospital, and build satellite clinics in four of its outlying communities. The cost associated with actualizing this FMP is estimated to be $1 billion. Several years ago, LMH undertook and successfully passed the largest health care bond measure in the state's history and in so doing, secure $496 million in general obligation bonds to help fund its massive facilities expansion project. The remaining funds must come from revenue bonds, growth strategies, philanthropic efforts, and strong operational performance over the next ten years. Additionally, $5 million of routine capital funds will be diverted every fiscal year for the next five years to help offset the huge capital outlay that will be necessary to equip the new facilities. That leaves LMH with only $10 million per year to spend on routine maintenance, equipment, and technology for all its facilities. LMH is committed to patient safety and is building what the leadership team hopes will be one of the safest hospital-of-the-future facilities. The challenge is to provide for patient safety and safe medication practices given the minimal capital dollars available to spend today. LMH developed an IT strategic plan in late 2010, with the following ten goals identified: empower health consumers and physicians transform data into information support the expansion of clinical services expand e-business opportunities realize the benefits of innovation maximize the value of IT improve project outcomes prepare for the unexpected deploy a robust and agile technical architecture digitally enable new facilities, including the new hospital Information Systems Challenge LMH has implemented Phase I - an enterprise-wide EHR system developed by Cerner Corporation in 2008 at a cost of $20 million. Phase 2 of the project is to implement computerized provider order entry (CPOE) with decision-support capabilities. This phase was to have been completed in 2010, but has been delayed due to the many challenges associated with Phase 1, which still must be stabilized and optimized. LMH does have a fully automated pharmacy information system, albeit older technology, and Pyxis medication-dispensing systems on all units in the acute care hospitals. Computerized discharge prescriptions and instructions are available only for patients seen and discharged from the LMH emergency departments. Currently, the pharmacy and nursing staff at LMH have been working closely on the selection of a smart IV pump to replace all of the health system's aging pumps and have put forth a proposal to spend $4.9 million in the fiscal year beginning July 2018. Smart pumps have been shown to significantly reduce medication administration errors, thus reducing patient harm. This expenditure would consume roughly half of all the available capital dollars for that fiscal year. The chief information officer, Marilyn Moore, PhD, understands the pharmacists; and nurses' desire to purchase smart IV pumps but believes the implementation of this technology should not be considered in isolation. She sees the smart pumps as one facet of an overall medication management capital purchase and patient safety strategic plan. Dr. Moore suggest that the pharmacy and nursing leadership team lead a medication management strategic planning process and evaluate a suite of available technologies that taken together could optimize medication safety (for example, CPOE, electronic medication administration records (e-mar), robots, automated pharmacy systems, bar coding, computerized discharge prescriptions and instructions, and smart IV pumps), the costs associated with implementing these technologies, and the organization's readiness to embrace these technologies. Paul Robinson, PharmD, the director of pharmacy, appreciates Dr. Moore's suggestion but feels that smart IV pumps are critical to patient safety and that LMH doesn't have time to go through a long, drawn-out planning process that could take years to implement and the process of gaining board support. Others argue that all new proposals should be placed on hold until CPOE is up and running. They argue there are too many other pressing issues at hand to invest in yet another new technology.

Case Study Questions:

1. Describe the current situation as you see it. What are the major issues in this case?

2. Marilyn Moore, CIO, and Paul Robinson, director of pharmacy, have different views of how LMH should proceed. What are the pros and cons of their respective approaches? Which approach, if either, seems like an appropriate course of action to you? Explain your rationale.

Joey Joystick is a computer programmer. While he was in his final year of university studies, he worked as an intern with a local electronic games producer, Great Games Pty Ltd. Joey impressed his supervisors with his insightful comments and other input on design work. They were so impressed with his work on one design, Crypt Force, that they gave him part credit for it and paid him a general bonus for it. Crypt Force ultimately won an industry award and proved to be a big seller for the company. After Joey’s university graduation ceremony, he was ushered aside by a Great Games executive who showed him a document and said: “We’re very impressed by your work, Joey. We’d like you to join us permanently— we’re sure you’ll be happy with the deal we can offer you.” The document was a contract of employment which contained the following clauses:

1. The duration of the contract is three (3) years.

9. The employee (Joey) agrees that he will not for the duration of the employment contract or for a period of one year after the conclusion of the employment undertake design activities in Australia for the purposes of the production of electronic games or any other form of entertainment.

The starting salary under the contract was that normally paid to a senior designer, which was a position a new designer would not usually attain until he or she had worked with Great Games for three years. Joey happily signed the agreement. After two years with Great Games, Joey was approached by a film production company, Computer Animated Films Inc (CAN). Joey agreed with CAN that, for a salary five times what he was getting paid by Great Games, he would immediately start work as part of a team producing Cosmic Armada, a feature-length computer animated film. As part of the deal, Joey would also work on a spin-off Cosmic Armada electronic game. Advise Great Games whether it can prevent Joey from working for CAN.

In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company.

Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem.

ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job.

Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Arshad’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs.

In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company.

Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem.

ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job.

Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Arshad’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs.

Q2. What should Arshad do to resolve his situation?

Q3. What can a team leader do to ensure high levels of motivation among his/her team members?

Chapter 6 Debugging Exercises - 

Problem 1
The programmer intends for this pseudocode to display three random numbers in the range of 1 through 7. According to the way we've been generating random numbers in the book; however, there appears to be an error. Assume that the random() function is a built-in library function. Correct the pseudocode so that the program works as it should (This has 1 error and is easy to spot)
//This program displays 3 random numbers in the range from 1 to 7.
    Declare Integer count
    //Display 3 random numbers
    For count = 1 to 3
        Display random(7,1)
    End For

Problem 2
This problem should return the amount of a discount to a main() module when the calcDiscountPrice() function is called. (This has 1 error and is pretty easy to spot.)
//The calcDiscountPrice funciton accepts an item's price and the discount percentage as arguments. It uses those values to calculate and return the discounted price.
Function Real calcDiscountPrice(Real price, Real percentage)
Function Real calcDiscountPrice(Real price, Real percentage)
    //Declarations
    Declare Real discount
    Declare Real discountPrice

    //Calculations
    discount = price * percentage
    discountPrice = price - discount
    
    //Return the discount amount
    Return discount

Problem 3
This problem should calculate and display 10% of any number given. Correct the pseudocode (a bit harder than the last 2 problems)
Module main()
    //Declarations
    Declare Real value, result
    
    //Get a value from the user
    Display "enter a value"
    Input value
    
    //Set 10% of the value
    result = tenPercent(value)
    
    //Display value
    Display "10 percent of ", value, " is ", result
End Module

//The tenPercent() function calculates and returns 10% of any number passed into it
Function Real tenPercent(Real num)
    //Declarations
    Declare Integer myResult
    
    //Calculations
    myResult = num * .10
    
    //Return the result
    Return myResult
    
End Function
    

The project description: As a programmer, you have been asked to write a Java application, using OOP concepts, for a Hospital with the following requirements: • The Hospital has several employees and each one of them has an ID (int), name (string), address (string), mobile phone number (string), email (string) and salary (double) with suitable data types. • The employees are divided into: o Administration staff: who have in addition to the previous information their position (string). o Doctor: who have also a rank (string) and specialty (string). The project requirements: • You will need to create all the needed Java classes with all the required information. • You have to apply all the OOP (Object Oriented Programming) concepts that we have covered in this module (i.e. inheritance, polymorphism, interface and collections) • Include a Microsoft Word document (name it as readme.doc) that includes several screenshots of your Netbeans IDE application GUI interface as well as the output screenshot results. Provide all assumptions that you have made during design and implementation. • Include the whole Netbeans Java project with all source codes. Write as much comments as possible to document your source codes. At the end, you will need to create a testing class (e.g. Hospital.java) with the static main() method with the following requirements: • It must have initial fixed collections of working staff (at least 3 administration staffs and 2 doctors) • The program will print a selection screen where the user can choose the operation he/she wants to perform. The selection screen will be repeated after each selection until the staff type the number 4 to completely exit from the program: 1. Add an administration staff (by providing all her/his information) to the list of all administration staff 2. Add a doctor (by providing all her/his information) to the list of all doctors 3. Print all working staff (remember to differentiate between administration staff and doctors in the output printout 4. Exit the program

As a programmer, you have been asked to write a Java application, using OOP concepts, for a Hospital with the following requirements:
• The Hospital has several employees and each one of them has an ID (int), name (string), address (string), mobile phone number (string), email (string) and salary (double) with suitable data types. • The employees are divided into:
o Administration staff: who have in addition to the previous information their position (string). o Doctor: who have also a rank (string) and specialty (string).
The project requirements: • You will need to create all the needed Java classes with all the required information. • You have to apply all the OOP (Object Oriented Programming) concepts that we have covered in this
module (i.e. inheritance, polymorphism, interface and collections)
• Include a Microsoft Word document (name it as readme.doc) that includes several screenshots of
your Netbeans IDE application GUI interface as well as the output screenshot results. Provide all
assumptions that you have made during design and implementation.
• Include the whole Netbeans Java project with all source codes. Write as much comments as possible

At the end, you will need to create a testing class (e.g. Hospital.java) with the static main() method with the following requirements:
• It must have an initial fixed collection of working staff (at least 3 administration staffs and 2
doctors)
• The program will print a selection screen where the user can choose the operation
he/she wants to perform. The selection screen will be repeated after each selection until the staff
type the number 4 to completely exit from the program:
1. Add an administration staff (by providing all her/his information) to the list of all
administration staff
2. Add a doctor (by providing all her/his information) to the list of all doctors
3. Print all working staff (remember to differentiate between administration staff and doctors
in the output printout
4. Exit the program

1. If there are no transfers or net? investment, it must be true that net exports are ( greater than / equal to / less than / not related to ) net foreign investment

2. In an open? economy, an expansionary fiscal policy on the part of the government of Japan will? cause:

A. an increase in interest rates in Japan which may have a larger crowding out effect than in a closed economy.
B. an increase in interest rates in Japan which may have a smaller crowding out effect than in a closed economy.
C. a decrease in interest rates in Japan which may have a larger crowding out effect than in a closed economy.
D. an decrease in interest rates in Japan which may have a smaller crowding out effect than in a closed economy.