26. The process of gathering information andcomparing this information to pre-established standards is part ofCommandingO MotivatingControllingPlanning27. An organization has laid out the exactsteps that has to be followed to claimemployee medical insurance policy. Thetype of plan described here is:O ruleprogramprocedurepolicy

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Answered: 26. The process of gathering…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 2ED: Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched...

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Jackie and Sandra began a long-term-care consulting firm 5 years ago in a retirement region.They now have six employees: two RHIAs and four RHITs. They now have consulting contractswith 35 long-term-care facilities and have developed a reputation for excellence.During a meeting with employees, Jackie and Sandra commended them for the efforteach had contributed to the success of the firm. In planning for the future, Jackie andSandra then asked the employees to share with them ideas on expanding the businessby revising the vision. One option they had discussed and now shared was that ofexpanding their geographic region into another state. This would mean activelymarketing to long-term-care facilities beyond their present region and hiring additionalstaff.Bryan said he had been listening to employee conversations at a nearby hospital andlearned that there was a need for additional home health care personnel and resources inthe region. Hospital utilization management staff expressed…
CRISIS ITIn May 2007, Frontier Airlines Holdings hired Gerry Coady as chief information officer (CIO). Nearly ayear later the airline filed for bankruptcy under Chapter 11. In an interview, Coady describes how hemanaged IT projects during the bankruptcy and recession crisis of 2008–2009.Fundamentally, Coady faced a situation of too many projects and too few resources. Coady used astrategy of focusing on reducing the number of projects in the portfolio. He put together a steeringcommittee of senior management that reviewed several hundred projects. The end result was a reductionto less than 30 projects remaining in the portfolio.How Can You Get to a Backlog of over 100 Projects?“There are never enough resources to get everything done.” Backlogs build over time. Sacred cowprojects get included in the selection system. Projects proposed from people who have left the airline stillreside in the project portfolio. Non-value-added projects somehow make their way into the projectportfolio.…
Students will be assigned to groups of 6 and each group is required to submit a PowerPointPresentation on any three (3) of the following workplace diversity issues:1. Gender2. Age3. Race4. LGBTQ5. Generation6. Disabled Workers7. HIV/Aids WorkersThe presentation should include:a. The importance of diversity management.b. Two possible effects of the issues identified on individuals if they are not effectivelymanaged.c. Two possible effects of the issues identified on organisations if they are noteffectively managed.d. Three (3) measures that can be taken by management to ensure that diversity issuesare effectively managed in the workplace.
1. Mr. Khalid is the HR Manager of a company. There is a demand from employees for an increase in wages. However, decision regarding increase in wages can be taken after considering a number of variables such as employee productivity, government policy, profitability of the company, etc. Therefore, the decision regarding increase in wage is a ____________decision. a. Minor decision b. Simple decision c. Programmed decision d. Complex decision 2. According to Maslow’s hierarchy of needs theory, at which need stage, employees desire to become what they are capable of becoming and create something of their own? a. Safety needs b. Physiological needs c. Self-esteem needs d. Self-actualization needs
42. Designing is an important aspect of the readymade garments manufacturer. After identifying the important aspect of designing, you classify it into functional areas. Then they are listed in the order of importance. This is an example of ____________. a. Relation Analysis b. Activity analysis c. Decision analysis d. None of the given option 43. Which among the following is / are included in Herzberg’s motivation factors? a. Achievement b. Recognition c. All of the given options d. Advancement
41. By checking the option "Agree" I am stating that I obeyed the rules of the testing situation as follows: 1) I took the test totally without helpf form any other person during the testing period 2) U ysed tge yrrebt text books as the only information other than my memory during the test, 3) U did not receive or use information abouth the test from other students who have taken the test before me, 4) I have read and understand NYU's current policies regarding honesty and integrity and I am adhering to them during the testing period. I realize that failure to abide by the above mentioned policies and rules means that I will gail this test and have no opportunity to improve my grade.TrueFalse
If Delta Airlines ticket agents discovered that theywere being paid a lot less per ticket sold thanUnited Airlines ticket agents, we might expect theDelta ticket agents to _________a. increase their sales so that they will make asmuch as their United peers.b. think their outcome-to-input ratios are lowerthan those of the United ticket agents.c. have as a group very different personal needsthan United ticket agents.d. be very satisfied because they work for agreat airline.e. feel that rewards are being distributed fairlyand equitably.
1.The store manager realized that she has so many this to attend to. She listed the tasks that needed to be done, marked the priority tasks, delegated som tasks to the crew members, and wrked efficientl. She uilized her: Time management skills Interpersonal skills Communication skills Decision making skills 2.The Vice President of an orange juice company is assessing the avaialbility of supplies of pomelo in Luzon. He also assesses the acceptance of the maket about the taste of pomelo harvested within the region. The Vice President is working on: Identifying Threats Setting goals Enviromental Scanning Assessing weaknesses
Provide two recommendations that you think Estee Lauder should taketo strategically advance itself. One should be short-term (6 months – 3 years), and one should be long-term (3 – 5years). You need to thoroughly explain each recommendation, and you need to provide recommended action stepsfor each goal – you are the consultant, so they need your guidance on this. Explain why you are giving theserecommendations and why you think they will help the organization.
1) what is the Importance of problem formulationProblem definition & project objectives2. what are the steps in data science (analytics) problem solving approachExplain basic steps & important aspects

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26. The process of gathering information and comparing this information to pre- established standards is part of Commanding