Synopsis : Tricia Monet A Young Professional With A Bachelor's Degree

SUMMARYThe case, "Greenhill Community Center", depicted the dilemmas and crises that the new Executive Director, Leslie, had encountered after she got accepted as the new Executive Director of the Greenhill Community Center. She had an MBA degree, and she personally thought that she had enough experience in each area to manage all directors and staffs by using all she had learned from school. However, one year after she worked at Greenhill, she started felt frustrated and hopeless.

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.

However, the Dillard family may be happy with their jobs, but for as a typical Dillard’s employee were not. Associates are stress out due to the company’s quota they set for their employees. Through surveys of the worst companies, Dillard’s is rated with a 2.6 on Glassdoor and had been for the following five consecutive years in a roll, which groups Dillard’s among the worst companies to seek employment with or be employed with. Dillard’s environment is very subservient by the ways the employees are worked. Short lunch breaks, restrictions on thing that shouldn’t have limits on them or taking away, Dillard’s don’t have any traffic in the store like in the past, and

Ehrenreich chooses Minnesota at whim. After some internet-based research, she is convinced that there will be a comfortable correspondence between rent and wages. She decides she wants to work for retail, and applies to Wal-Mart. After the process of applying which includes a survey and a drug test, she is later hired for $7 per hour. Working at Wal-Mart makes Ehrenreich realizes there isn’t much human interaction in retail. “I could be a deaf-mute as far as most of this goes” (Ehrenreich157). There are also the people in the store who tend to make work a living hell and can turn regular chipper people into angry, cranky pushovers. “Once I stand and watch helplessly while some rug rat pulls everything he can reach off the racks, and the thought that abortion is wasted on the unborn must show on my face, because his mother finally tells him to stop” (165). In many cases the “smiley” greeters who welcome people into the store, are very unhappy and think unkind thoughts about everyone who comes to visit the store, “I even start hating the customers for extraneous reasons…” (165). This sudden change in character can be strenuous on a worker, regardless of their personality. Resenting the people who workers work for isn’t a healthy trait. “ ‘Aggressive hospitality’ gives way to aggressive hostility” (165).

I began this book like most books, with great anticipation that it was going to be amazing, why else would a qualified instructor assign it. I assumed that it would be a shining example of the finest managerial principals in existence all compacted into a simple to read text with plenty of graphs and helpful handouts. I was certain that I would be a more effective leader for having read it. I spent time strategizing how I would write my paper with great enthusiasm. Then, I read the book.

Mark volunteered to help with the community arts festival; he was supporting the not-for-profit organization as he had in the past. However, he did not know his good intentions as a volunteer would cost him his job as an assistant manager. The retail store’s phone number was printed in the festival advertising in error and ticket requests overloaded the phone lines, causing loss of business and annoyed the store manager. As a result, Mark was seen as the cause of the problems and terminated.

Tanglewood, founded in 1975, has undergone rapid growth over the years. The rapid growth, however, has caused issues across the organization. Each store manager has their way of doing things when it comes to running the store. Because of the differing of attitudes across stores and the unstructured staffing process, Tanglewood has experienced significant turnover and financial loss. Tanglewood primarily hires internally because they feel “individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood (41).” Tanglewood

The career of Dick Spencer presented in the assigned case offers several opportunities for the business student to examine principles of management using a realistic example of the modern business environment. This paper undertakes to perform an analysis of Mr. Spencer’s career in order to identify and explore those factors that contributed to his early career success as a sales person as well as those factors that contributed to significant challenges experienced by Mr. Spencer as he transitioned into the operations side of his company’s business and began to progress in his career up through the ranks of middle management. The paper concludes by offering recommendations that could have helped Mr.

Pamela Jones enjoyed banking. Since her graduation, she applied for employment with a large bank, the ABC Bank of Winnipeg and she was quickly hired. She was enrolled in the bank’s management development program because of her good education, her previous job experience and her obvious intelligence and drive.

After opening this store, business grew and she ended up opening a couple more stores, with one focusing on snowboarding. However, after opening these two more stores, her staff took a turn for the worse. She called herself giving merit raises, but found out that all

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

While researching this topic, so many things were found to be eye opening. One in which is the way that Wal-Mart conducted themselves when they had to manage their employees. How they dealt with promoting them and demoting them. Last year Wal-Mart started a new management style and wanted to promote more family time and create a less workload on each of the managers and employees. Therefore, they changed the schedule to becoming 3 days on and 3 days off which created more room for managers to fall into the field. Managers would be thrown into the position of an area of the store they knew nothing about and expected to understand each thing and help customers find exactly what they

To successfully achieve her goal of a more profitable company Helen must rely on the support of the workforce. As resistance to change is common human behavior the

Identify key assumptions that Susan Dubin likely had about the role she would have when she signed on as HR Director at the Danone Simpson Agency. These assumptions might be around “what” the role would entail as well as “how” she should go about it. (1 pg approx.)

one of the first matters she had to attend to involved devel_ oping job descriptions for her store managers. As fennifer tells it, her lessons regardiig job descriptions in her basic management and HR minagerient courses were