Kylie Roberts : The New Vice President Of Westco Enterprise

After reviewing the data it is apparent the promotional rate of women in managerial positions when compared to the men is disproportional to the size of the population. This shows disparate treatment, the company hires women, but women do not promote at the same pace as men. This shows strong evidence of discrimination and if not resolved will lead to a violation of the Equal Employment Opportunity Commission.

With Janice’s public relations background she fit the positions requirements the best of all seven candidates. Being a natural networker who is both creative and single minded at getting what she wants. This single mindedness made it easy for me to see how I could manage her through the utilization of rewards to accomplish the team goals and maintain team efficacy.

In this scenario, Maria, who is of Latino ancestry made a complaint about being passed over for a promotion because she is a Latina; she was born in America, and is a second generation. Maria holds a graduate degree, and has been with this company for 10 years, but has been in her position for seven years. The person who got the promotion was Alex, who is an Anglo, and has a graduate degree. However, he has less time in the company or in this position, and had better evaluations than Maria. Maria is the only Latina, and the only person of color; she believes that the reason her evaluations were lower, were because of bias towards white males, and because of the fear of clients not being able to understand her accent.

First, LTD deliberated upon the “issue”, is this a civil or lawsuit? Can a female employee who has been employed for over 10 years be terminated by male owner due to the anxieties of his wife, ( (Bible, 2016)? Secondly, LTD reflected upon the “rule”, accordingly to the Iowa state law (Title VII of the Civil Right Act of 1964). Title VII states, any employers with at least 15 employees cannot discriminate against any employee because of this or her sex, (Bible, 2016). Thirdly, LTD discovered Ms. Nelson did not file a

When a company experiences a financial setback of the magnitude that More Beer, Incorporated had after its failed venture into internet marketing, it sometimes becomes necessary to reduce the workforce in order to mitigate the losses. The Human Resources (HR) Department faced a very difficult decision in choosing whom to fire, as there was a potential for legal action with each of the five candidates presented for possible termination. In addition, many of the candidates also had personality traits or

As a marketing manager, you have recently turned down Nancy Conrad for a position as sales supervisor. Nancy believes the denial was due to her gender, and she has filed a sex discrimination charge with the EEOC. Explain the steps the EEOC will use to process the charge; include Nancy's options during the process.

Taking Complainant’s allegations as true, Respondent’s employee had a scowl on her face, talked down and attempted to belittle him, but was extremely helpful to a Caucasian customer. Barring objective evidence to the contrary, this might suggest an inference of race discrimination. However,

In terms of Caitlin’s interest to be further recognized, she positions to obtain a promotion as Vice President of Client Advisory Services (CAS). Yet George implements another challenging move by implying gender schemas and doubt on Caitlin’s readiness. Although, he appreciates Caitlin’s value in the company and praises for her competences, but these are not sufficient. George argues that this type of job demand for more responsibilities, such as a strategic vision, a creative thinking, a deep insight of system and a firm characteristic. In order to respond this move, Caitlin responds with a diverting turn by asserting her strength, acknowledging her weaknesses and request George to be her mentor. In this stage, Caitlin attempts to keep her BATNA for her position related Vice President promotion.

In order to confirm that the supervisor’s claims about Jeanette Landis are true, I would need to discuss her performance, in regards to her sales, with the sales department or the department that is in charge of this certain information. Even though Mr. White accuses Jeanette of not reaching her sales goals, all the facts and data need to be reviewed in order to determine if the information provided is accurate in terms of her performance. The human resource director cannot assume anything, approach all situations with caution, and be unbiased when determining the best action to take. When firing and employee, the human resource manager should be consistent and thorough when investigating the claims in order to prevent a discrimination lawsuit (Dunn, 1991, p. 26). Therefore, the sales records of Jeanette Landis need to be reviewed in order to determine if the allegations present by Mr. White are accurate.

And it offers insights on the uphill battle women face in a professional setting. So there were many reports of female Uber employees receiving emails from a manager. He would state that he's in an open relationship with his wife and inquire each recipient to sleep with him (Ruiz, par. 4). As you would expect, the women brought these unsettling offers to HR. Besides, they would more than classify as sexual harassment. But on each occasion, a representative dismissed the accusation. And they cited this behavior as a one-time incident from the manager (Ruiz, par. 5). Of course, that claim was false since each woman who the man contact received that exact response from HR. But one woman's documentation, in particular, show a deeply sexist mentality within Uber. A few months after HR shrugged her off, she applied for a transfer to another team. But her management team kept offering vague excuses for why she couldn't leave. It would be something like not having an "upward career trajectory." Or she wasn't "technical enough" (Fowler, par. 6). Now, there are three things to keep in mind. One, she had perfect performance reviews. Two, she never missed a deadline. And three, other teams were showing an interest in her (Fowler, par. 7). So those factors prove her skills were greater than what management was admitting. Plus, as she later found out, they wanted her to stay around for appearance reason. The

In this case study, Mr. Jackson has proven that he has the ability to sustain a leadership position within the Dynamo organizations. It is quite impressive that he is an assistant manager considering his age and his years of experience. With time Mr. Jackson would be considered an ideal candidate. If he can continue on the track that he is on he will develop some necessary skills that might make him a possible candidate in the future. When comparing Mr. Jackson with the other candidates it would appear that he is not the most qualified out of the applicants. However he does meet the minimum qualification needed to complete the duties for the job he is being considered for.

This paper discusses case study #13, parts A & B, Selecting a New Vice President. Jennifer Treeholm had ten years as the Associate Vice President at Mid-West University when the position of Vice President came available. She knew everybody and everything about the campus, in addition to being well known and liked. As the Associate Vice President, she handled nearly all the academic complaints, wrote most of the letters and reports for the vice president, and on occasion ran personal errands for the President (Uhl-Bien, 2014). Because of her longevity and knowledge of the campus, many of the faculty members suggested that she would be the perfect choice to fill the position. The President appointed her interim Vice President for three

Julia Martinez is not comfortable working with her boss. Her boss is making graphic comments and touching her when nobody is around. He is basically harassing her. However, it is her word against his because nobody has witnessed the incidents. This issue is of high significance for the organization. The company could be held responsible for what happens in the workplace.

The recent departure of several senior-level women at Vision Software has significantly elevated Liz’s concern for gender bias at the company. She has arrived at a point where she feels compelled to communicate her frustration to their CEO, John Clark. She has experienced some uncertainty on whether or not she should send him a memo, and has asked for advice from a colleague whom she trusts.

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