Case Summary : Centriod Corporation

Hence the challenge before leading the employees to perform their goals must involve building trust and confidence amongst both the parties involved. Charles Tang at his level is set out to make strategic decisions and cannot be completely involved in micro management; however his subordinate Qing Chen must be delegated to be actively involved in the daily operations and also understand the team’s including Yong Li’s disposition at work, general attitudes, team dynamics, ethnic background and aspirations.

For this case study, we are using four questions. We answer all the four questions one by one respectively. In those, we try to figure out the problems faced by the employees and Sally, attitudes of the organization towards Sally, ways

on the course A staff member not being in the correct job role would again

On July 13, 2012, Complainant filed a complaint against Respondent KRP Enterprise Inc., DBA The UPS Store, alleging discrimination based on Perceived Disability (mental illness) and Race/Color (Black) in violation of M.G.L. c. 272 § 98. Complainant alleges that she was treated differently in a place of public accommodation because of her race and Respondent perceived her to be disabled.

Nurad Inc., brought lawsuit to recover the cost it’s incurred in removing several underground storage tanks from a piece of property it owns in Baltimore, Maryland. From 1905 to 1963, William E Hooper & Sons, Co. owned the site and adjacent properties, known as Hooperwood Mills. At some point before 1935, the company began to install tanks for the storage of mineral spirits which it used to coat fabrics in its textile finishing plant. The Company continued to use the tanks for this purpose until 1962 when it shut down its finishing operations. Hooper Co., abandoned the underground storage tanks (USTs) and did not remove the mineral spirits. In 1963, Hooper Co., sold Hooperwood Mills to Property Investors, Inc. Property Investors and its successor, Monumental Enterprise Inc., leased several of the buildings on Hooperwood Mills to various tenants, none which used USTs. Then in 1976, Monumental Enterprise sold Hooperwood Mills to Kenneth Mumaw, who

One of the positive aspects of unions in America is their ability to improve the working conditions of most American workers. Employees who have registered with unions receive protection from unfavorable working conditions. The unions also safeguard workers from unfair dismissal and hiring (Saez, 2013). Managers of organizations have a responsibility of ensuring safe conditions for workers. The presence of unions ensures that the management complies with various rules that guard employee welfare. Without the unions, the

A problem exists when there is a gap between a desired state (what managers want) and an existing state (the situation that the managers are facing).

In a unionized environment, employers exert their power mainly by working against union organizing. Their most important goal is to be union-free. Efforts to control organizational costs have also contributed to employer’s resistance to unions. The management may work towards sidelining union membership by designing work in such a way that it creates a work culture that increases employee commitment and job satisfaction. Employers use a variety of methods to refrain worker’s from organizing campaigns and unionize. Their efforts range from hiring consultants to distributing leaflets and letters to presenting the company’s viewpoint at meeting with employees. Some employers also

This case study is talking about a small city has one company named Staircase Production Company (SPC). The company focuses on quality and responses customer demand, nevertheless their problem in operations as a result, high costs and late deliveries. Until, Dean Hammond became to a new general manager that wanted to improve the operation in the correct way. Dean pointed out the

Respondents had legitimate non-discriminatory reasons for terminating Complainant. The investigation reveals through emails produced by Respondents, Complainant had documented performance problems and received negative feedback throughout his employment. While Complainant’s personnel file lacks written warnings due to poor performance, the investigation reveals that progressive discipline is only a suggested method to deal with an employee’s performance issues according to Respondents’ employee handbook which Complainant signed. The investigation reveals that although Complainant produced evidence that he was replaced by a younger employee (M.E.), it is insufficient to show that M.E. (Security Operations Manager) actually replaced Complainant (District Manager/Sales, a.k.a. Operations Manager). Based on a review of the job descriptions for Complainant’s and M.E.’s positions provided by the parties, while M.E. does perform the operational duties Complainant did, M.E. does not perform all of Complainant’s job functions and does not have the level of responsibility in some of his job functions that Complainant did. Furthermore, Complainant fails to show that any other employee replaced him. Complainant has provided insufficient evidence to show Respondents’ legitimate non-discriminatory reasons for terminating Complainant were pretextual. Therefore, a finding a lack probable cause is

* No proper training provided for new staff. Management expects from new people to know everything already.

Laurier Company had purchases Western company; they had agreed upon to terminate twenty employees. As part of the investments, they had agreed to give a severance package to former Western’s employees who were terminated in the past year would receive an equivalent severance package as Laurier's former employees. Bill Smith worked at Western Company for ten years who were one of the twenty that were laid off. Bill complain that his five weeks’ severance package was less than that offered to Laurier’s employees. By determine if Bill’s statement was true, a statistician was brought in to settle the dispute. The analyst determined the severance by the number of weeks of severance pay on the number of years with the company. The analyst will collect

1.I am going to talk about communication several times because in this situation communivation was the biggest problem. Senior members did not feel comtable communicating with him issues they felt weren’t being resolved and consequentlsy issues became worse and worse and the work climate worsened as well.

Similar to what was mentioned above both the company and employees have to have substantial evidence supporting their cases. In case the company was not compliant with the employments laws, legal actions would be taken against the company.

Read the following case study and critically analyses the situation and write a report in while outline the issues and problems faced by the organization’s members. Describe how you address them. Justify your answers and give detailed reasons for your intended actions.