Dilemma at Devils Den

So naturally Michaelis tried to find out what had happened, but Wilson wouldn’t say a word — instead he began to throw suspicious look at his visitor and ask himself what he’d been doing at certain times on certain days of the week. Just as the latter was getting restless, some workers came past heading to the door for his restaurant, and Michaelis approach the chance to get away, intending to return later. But he never did. He supposed he forgot to, that’s all. When he gets outside again, a little later after seven o’clock, he was remembered of the conversation because he heard Mrs. Wilson’s voice, loud and clear coming down-stairs in the garage.

High turnover is something that goes hand in hand with low wage jobs, so companies are always looking for a workers replacement. Finally Ehrenreich is able to secure employment at a place she give the pseudonym, Hearthside. To help protect identies of companies and people she actually worked for and with, Ehrenreich decides to use fake names to achieve anonymity. Ehrenreich starts out at 2.43 an hour plus tips. One of the first things Ehrenreich notices is that the people around her are only working hard enough to get by. Because the managers will yell at anybody who is done with their work, and not doing something new, the workers seem to be happy with just working at a slow pace, doing just one job. Because the only reward for finishing early is being yelled at by a manager, that apparently spends his day doing nothing, there is no real bonus to go the extra mile. Due to this negative reinforcement, Ehrenreich notes that the restaurant is almost moving in counterproductive mode. With less being worked on, less is being accomplished, attributing to the overall sad appearance and low morale of the restaurant and its employees. The next problem Ehrenreich encounters is the constant berating handed out by her supervisor "Stu". Ehrenreich observes that due to this constant barrage of insults and degradations, workers are forced to feel like they are subhuman. Weekly the managers announce

She does not ask what the employees think before she implements anything. The employees therefore perceive Sally to be a poor manager who does not care about employees’ work condition and who buries herself ‘behind a high desk with her back to the door in an office two levels above’.

The employees would spill the food and be careless and also give out extra toppings to their friends. This would bring the percentage up and at the end of the month when manager would not receive the bonus they would realize the reason of not getting it. The manager set the benefit from 6 to 12 hours for the pizza, and salad. The employees got frustrated some still worked and some quitted. The manager hired new workers. For a time being, the manager started getting bonuses but, after a while the same issue raised because, the new workers were not happy of the policy as far as they got use to of the environment. Later, manager realize that the manager should spend more time in the franchise instead of leaving it on the workers and also the reward system has to be change because, employees were not satisfied with only the managers receive the bonus and the rest would not get

On the day of an important meeting Mary decided to entertain the client with stories of her weekend while Jennings was running late. When Jennings arrived in his office he found a less than impressed client and his assistant chatting him up. After Jennings had told her to leave the office so they could commence their meeting, which was

Susan's problems with her eighth grade students comes from her lack of confidence. She seems to feel like she needs to be a similar teacher as Mr. K, since he was so well liked by the students, when in reality I thinks she must find her own teaching style that suits and comforts her but also is comforting in relationship building with her new students.

Susan stood up for what she believed in and carried this throughout her life. She gave, speeches, arranged meetings, put up posters, and distributed leaflets. She encountered hostile mobs, and things thrown at her while trying to make her purpose. A lot of people were against on her movements but she kept pushing through it all. She was laughed at and made fun of, but instead it seemed to encourage her.

Susan encountered a ton of hostile mobs, armed threats, and other things were thrown at her yet she kept doing what she was doing.

The treatment of Karla by her coworkers is the main surface problem because she seemed to be avoided by her coworkers who do not invite her to social gatherings after work. I assume that she is not treated as a “social buddy” may be because she is African American or may be it could be a result of her work ethic. It is the job of the manager (Daniel) to address this issue immediately before it goes far, to avoid creating an unfriendly or/and hostile work environment that might affect the productivity.

Virginia Pollard was a cashier and storefront clerk for a company called Teddy’s Supplies. This is a family-owned company that sells film production equipment in New Jersey and Pennsylvania. During one of Pollard’s evaluations, her supervisor said she was making too many personal phone calls and it was interfering with her work. This was also put into her yearly review that everyone at home office would see as well. They asked her to keep her personal phone calls to the bare minimum because she was there to work and not to socialize with her friends. She was transferred to another department in the main warehouse that was behind the store. In this department, she would not be able to make any more personal phone calls. Her supervisor noticed that her work was no longer suffering. Her evaluation over the next few months said that her work behavior had changed incredibly and she was meeting all of the expectations that her supervisor had for her.

What once was a staff member's problem, now belongs to the manager. Think of that

This situation certainly presents problems for Mrs. Laraby. She needs to find out if this was an isolated event or if horseplay is prevalent when she is not around. Lack of motivation is clearly a problem that must be dealt with. Another issue that must be considered is if the three employees and manager will be reprimanded for their actions. The job design needs to be reviewed to determine if changes need to be implemented.

The major issues in this case start with Anne not being familiar with the intricacies of politics, culture and communication in Jordan. She took a position in a foreign company in a culture significantly different from her own and did not take the time to properly familiarize herself with the host country. That is the root of the problem, but it continued to compound at her work when she did not do her part to clarify her role in the organization, ExportJordan. Anne also did not clearly understand the role of her co-workers and was not aware of the undercurrents of the situation and what was happening around her. She publicly demeaned her male assistant by giving him a derogatory nickname. She failed to notice the absence of her female coworker until someone mentioned it to her. She failed to realize that not everyone in the organization was there to further the cause of women becoming entrepreneurs and entering the business world. Nor did she seem to understand that Jafar’s influence extended beyond the company and that it unwise to anger him. The biggest problem in this whole case study is that because Anne was not culturally aware she misunderstood everything that was happening around her and her ignorance not only endangered her, but everyone she was attempting to help.

In the case study of the Dilemma at Devil’s Den, we have a student snack bar Devil’s Den, which was managed by contract with an external company College Food Services (CFS) that had many organizational challenges that needed to be immediately addressed. An employee Susan realized these challenges. One of the main many problems was the theft that was going on for a long time. The employees were allowing their friends to take free food, and they themselves were also taking food in large quantities when leaving their shifts. The storage room could be easily accessible as it was unlocked all the time. Employees took advantage of this situation to take free freebies from the storage

To be an affective sales manager at Phoenix, Mrs. Richardson needed to be able to bring together this group of insubordinate employees who seemingly did not work well as a team. Of these employees, only a few had been meeting or exceeding expectations of the organization. More so the attitudes of the employees were so far from acceptable that there is question as to why they held the positions that they did. Alex Hoffman, top sales representative, showed little respect for Mrs. Richardson, however as he consistently brought in sales he was not a candidate to let go. Although, Mrs. Richardson still should have had a discussion with Mr. Hoffman about his actions and the fact that when other employees perceive his disrespect then they may in turn do the same. On top of that, Sarah Vega continuously showed up for work late and even missed one day per week on average. These actions are unacceptable in the workplace and worthy of termination. A third employee, Chelsea Peterson, showed absolutely no respect for her new sales manager. These sorts of actions do not deserve to go unnoticed or unpunished. Melissa Richardson should have scheduled a mandatory meeting for all employees in order to lay down the law. She needed to tell them all together as a team exactly what her expectations for