Maria Reyes was hired by a popular fast-food restaurant as an order-taker and cashier. Shortly after taking the job, she was shocked to overhear an employee bragging to a friend about shortchanging customers. She confronted the employee who then snapped back: "Mind your own business. Besides, everyone does it and the customers never miss the money." Maria didn't know how to respond to this aggressive stance. Required: What would be the practical consequences on the fast-food industry and on consumers if cashiers generally shortchanged customers at every opportunity?
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- Eugene is a piano tuner. With his job, every day is different. Sometimes, he works Saturdays and Sundays. Other days, he may not work at all. He is free to schedule his time as he wishes. He may tune a piano for a record company on Monday, and then go to another company to tune at least four more pianos. His job doesn’t challenge him. But that’s okay, Eugene loves being a piano tuner. When asked why he does what he does, he answers, “Because I want to hear good sounds. It’s not rocket science!” Based on the above scenario, Eugene's job can be considered: low on task significance and high on autonomy low on task significance and low on autonomy high on task significance and high on autonomy low on autonomyEugene is a piano tuner. With his job, every day is different. Sometimes, he works Saturdays and Sundays. Other days, he may not work at all. He is free to schedule his time as he wishes. He may tune a piano for a record company on Monday, and then go to another company to tune at least four more pianos. His job doesn’t challenge him. But that’s okay, Eugene loves being a piano tuner. When asked why he does what he does, he answers, “Because I want to hear good sounds. It’s not rocket science!” According to Job Characteristics Theory, Eugene's job is: is high on skill variety and high on task identity is high on skill variety and low on task identity is low on skill variety and low on task identity is high on skill variety and high on task significance4. Is the Walt Disney Company a mechanistic or organic organization? How can the advantages of this type of organizational structure help Walt Disney to achieve their industry leader position? Text: Providing a magical experience for every guest (customer), Disney, with all its hotels and parks, is a globalleader in the theme-park and service industry. The company's performance depends on a motivated workforce.The HR Training plays a pivotal role in keeping cast (staff) members motivated.In 2005, Hong Kong Disneyland (HKDL) opened its doors to the public. Since then, the theme park hasserved 46 million guests from around the world. In 2013, it saw a 10 percent increase in visitors, with a recordhigh attendance of 7.4 million visitors. Representing about 30 different nationalities, the resort employsworkforce of more than 8,000 full-time and part-time employees at the theme park and its two hotels during themost popular summer period. Most of the resort's staff are under 25 years old.…
- John is a loyal employee and has been working at the same firm for many years, since the current manager was a child but a year ago John’s son and wife died in an accident, which led to John being depressed. He turns up for work late, sometimes drunk, and often absent. He has been repeatedly warned but his behavior hasn’t change. The manager decides to keep him on the job; did he do the right thing? JUSTIFY THEI CASE WITH REASON BASED ON ETHCAL THOERIES WHTHER MANAGER IS RIGHT OR WRONG ACCORDING TO – 2 MARKS (EACH 1 MARKS)Michele's firm does not have a formal mentoring program. However, entry-level employees, such as Michele, are encouraged to form relationships with experienced workers. Michele wants to make sure that she has an effective mentor relationship. Which of the following mentor relationship guidelines would NOT be recommended to Michele? A) Respect the mentor's time by focusing on work issues. B) Clarify in advance how often you want to meet. C) Use an agenda to guide discussion topics. D) Clarify what you expect in terms of advice, E) Select a direct supervisor as a mentor.According to the situational leadership model, which style of leadership will be most appropriate for subordinates who have low levels of development and commitment? A. Directing style B. Middle-of-the-road management C. Supporting style D. Coaching style All of the following are necessary for making work and workers productive, except: A. organizing. B. leadership. C. rewards. D. control. Which of the following is not a function of the governing board? A. To establish broad policies for the facility B. To ensure compliance with quality standards C. To establish or review the mission and vision of the facility D. To address staffing-related issues The recommended procedure for terminating an associate for a serious offense is to: A. involve local law enforcement. B. place the associate on suspension pending an investigation. C. fire the associate on the spot. D. give the…
- Title Which of the following are important for front line people: I Develop the best employees into... Description Which of the following are important for front line people:</o:p> </o:p> I Develop the best employees into professionals.</o:p> II Recruit freshers as they have an open mind.</o:p> III Hire the best.</o:p> IV Motivate the professionals to stay and excel.</o:p> </o:p> (a) I and II Only</o:p> (b) I, III and IV only</o:p> (c) I, II, III and IV</o:p> (d) III and IV only</o:p> </o:p>Research topic - What is the future of strategic managemnt planning and managemnt personnel in a business environment? A technological and critical approach to future prospects of strategic planning and management in business outsourcing. Based on strategic management. Identify a suitable theory that is related to your research topic. Ensure that you capture the essence of the theory and that you provide a justification for the relevance of the theory to your proposedstudy. Note this is not an essay.Read the passage and answer the question that follows. Precision Manufacturing produces machine parts and has nearly 200 production employees and 50 employees in its front office with responsibilities ranging from data entry to marketing. Jackson Smith is the new compensation manager at Precision, and his first task is to implement a merit pay program that would tie to the company’s performance appraisal process. For the last 10 years, all employees have received an annual pay increase, but it has been an across-the-board increase, with all employees receiving the same percentage increase in base pay. Jackson and the company president have agreed that implementing a merit pay program to provide pay increases based on performance would support the company’s competitive strategy by rewarding employee productivity. The first step in developing the merit pay program is to ensure that the performance appraisal process aligns with the proposed program. The purpose in implementing the merit…
- FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…This improvement was however a quick fix, and proved to have come at the cost of erosion of the Company’s underlying assets and loss of talent and institutional memory, which laid the foundation for a staid damage in the future. The challenges begun to show after his seventh, as the Company became over-staffed with competent people who knew little about the Company and understaffed with those who were perceived as ‘non-qualified personnel’ but who had learnt much on the job, yet were poorly remunerated resulting in poor motivation and morale. The obvious implication was that the Company faced erosion on value, leading to long-term decline. Slowly and subtly, most senior managers developed high risk-aversion attitude and were unwillingness to take independent action. And somehow, most of them also had lost control over their subordinates. Most of the managers feared that they may be accused of supervising works which output would be judged as substandard. The managers were therefore…