1.20 Difference Between A Pack Of Glue Sticks

Sammy’s experience gave me a personal insight to an experience I once had while being employed at Kroger. The location of the Kroger I was working at was just about to have a grand opening. We had all gathered to the front of the store to have a store meeting to prepare for the opening. Our manager at the time was speaking to us and just telling us about how he was expecting everyone to be on his or her tasks. He wanted to make sure that no one had any questions or concerns of their jobs.

Can you describe a situation in your current or prior positions that highlights your dependability? What did you do? What was the outcome?

Without hesitation, employees launched a hail of complaints. “I was hired as an engineer, not a pencil pusher.” “We spend over half of our time

In last manager’s meeting you asked us to share good stories, not just bad ones. There are many, so it is hard to pick . Here is one that happened recently…

I remeber I asked my boss before for a raise, he laughed in my face and said "There have been people here way longer than you and they have been getting the same hourly wage since they got here, I can't afford to waste my money on all of you waitresses". My prime example shown owners of resturants do not care about thier waitresses.

When I was working at Target there were two mangers that I was to train and help if they needed it. The conflict was that they come in and changed everything in our stations. Which was uncomfortable due to that I had more experience and was working there longer. Nothing work well within the ream after that point.

My coworkers are the ones that make this job great. From day one, they gave me guidance and counseling that was not required; going above and beyond the minimum duties of leadership. Taking me under their wing, they helped me reach a point where I could stand confidently on my own. As Staff Sergeant Price says, “We are only as strong as our weakest link”. That motto serves as a reminder

A service company that was contracted by Air Jamaica to handle baggage and cargo for the airline, the owners of this company were transactional, they didn’t believe in empowering workers, as a matter of fact they made it quite clear that it as there way or the high way, and they would regularly fire whole shifts and teams of workers, to get rid of one trouble maker, the message became clearly emblazoned in my mind do not rock the boat, don’t speak out in meetings especially when they ask for your opinion.

This case was prepared by Associate Professor Marc L. Lipson. It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2010 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.

At the time, my school Grand Canyon University opened the first burger joint, Habit Burger. Again, it was a new restaurant, but this time the management was from the school. When I was there I did cash handling and operation of the cash register, served food to customers, stocked all items and took inventory, helped prepare food, and bussing and cleaned all tables. But it was not like that at first. You would think that it would be running smoothly, but wrong. Grand Canyon University was hiring new managers and students who did not know how to work cash registers or let alone machines. We all trained ourselves to work the machines and everything. I was one of the few who could learn quickly and tried to teach the other students. After a couple of months of disorganized chaos, I talked with my boss to see if there was anything to help, but he said I could not do anything. I started to tell the other students what needed to be done. We all would clock in and I would tell someone to do dining, two to count in and do cash register, one person does to shakes, two to do prep work, and two to serving. After that, we all caught on what needed to be done. I also suggested having shift leaders during each shift to help order what needs to get done. They liked that idea and started hiring and recruiting those to be shift leaders. I was not one and did not want to be one because it became stressful overtime. I only did so if the shift leader was gone. After all that, Habit was finally running smoothly and became the popular place to hang out in my

A 27-year-old man named John came to see me with the following litany of complaints, "I've reached a point where I can't go on....Got no fight left in me. And not enough guts to end it here. Best damn job I ever had almost can see

This doctrines states that if something is done for the moral good but has morally bad side-effects as well, it is ethically acceptable to do providing that this side-effect was not originally intended. This includes foresight of these bad side-effects potentially occurring. When a straight swizzle stick is placed in a glass containing whiskey and soda, we observe that it looks bent. If we investigate further, we may discover that it feels straight. What we usually conclude is that the swizzle stick looks different from what it is, although is still feels the way it is. Is it not reasonable to conclude that the stick is actually bent (the way it looks) but it only feels straight to us? Explain why we are inclined to give preference to

than to illustrate effective or ineffective handling of an administrative situation. Copyright  2010 by the University

The general manager was a small middle-aged woman named Lucy. Lucy was a very stern and straight forward. The saying” you can’t teach an old dog new trick “referred to her. District managers would come into the store to train the store over new menu items, and she would argue and openly disagree with the new changes and procedures taking place. Watching these actions on numerous occasions I realized how much of a control freak she was because she would constantly disagree and tell her boss what should be done.

This case was prepared by Professor Mark E. Haskins, Darden Graduate School of Business Administration, and has benefited from collaborations with various colleagues over the years on earlier versions. It was written as a basis for discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  2012 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to sales@dardenbusinesspublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. ◊