PILIPINAS LINERS, a major bus company in the Philippines would need workshops on customer service and so their HR Manager, Ms. Ruth placed a call to Janice’s phone. Knowing that they provide customer service training for flight attendants, they could probably customize it for their bus drivers, conductors, and employees. This would be a nationwide project and that meant all 700 employees needed to be trained on a per batch basis. Doing her computations, Ms. Janice asked Ms. Marie if they could actuall pull it off. Ms. Marie naturally said they could but they don’t have enough personnel with them and they wouldn’t be able to finish the project in one year if she would rely only on herself as the main trainer. In doing so, she would have to abandon her duties as a training manager of FLIGHT, Inc. She would need more trainers, but where could she get them?   They asked Prof if he still runs his HR consulting firm and if he can certify trainers. He said yes and so he conducted a workshop to all the employees of FLIGHT Inc. who would be involved as trainers. Working with Ms. Marie, people realized that Prof. and Ms. Marie’s tandem was a great hit. With the program and training platform already template and scripted, what could go wrong? Actually, nothing. All went smooth, until...   After a year of conducting the program, PILIPINAS LINERS thought that the success of the trainings they had would mean a new set of training programs that would focus on the core values of the companies. Ms. Marie who was employed both as a training manager for FLIGHT Inc., and CEO of her small training company approached Ms. Ruth and asked for details of the inquiry. Ms. Ruth did so, indicating so many other details that Ms. Marie thought that she wouldn’t be able to handle it properly. She could, but then again she needed an expert on the matter.   Later on Ms. Janice contacted Ms. Ruth asking for feedback of the program they successfully ran for a year. With the positive reviews, Ruth told them of the possibility of running a separate program on organizational values, the same request she placed on Ms. Marie’s desk. Unbeknownst to Ms. Janice, Ms. Marie asked Prof to conduct a training needs analysis with Ms. Ruth to digest the details of her request.   Question: 1. The program with Pilipinas Liners, who should have control on it?   Should it be FLIGHT, or Ms. Marie's training company?  Explain. 2. To avoid any other complications, would you recommend that neither FLIGHT Inc., nor Ms. Marie's company run the program? Explain 3. Moving forward, do you think that hiring such a relative would be   okay, or not anymore?  Explain.

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
icon
Related questions
icon
Concept explainers
Topic Video
Question
PILIPINAS LINERS, a major bus company in the Philippines would need workshops on customer service and so their HR Manager, Ms. Ruth placed a call to Janice’s phone. Knowing that they provide customer service training for flight attendants, they could probably customize it for their bus drivers, conductors, and employees. This would be a nationwide project and that meant all 700 employees needed to be trained on a per batch basis. Doing her computations, Ms. Janice asked Ms. Marie if they could actuall pull it off. Ms. Marie naturally said they could but they don’t have enough personnel with them and they wouldn’t be able to finish the project in one year if she would rely only on herself as the main trainer. In doing so, she would have to abandon her duties as a training manager of FLIGHT, Inc. She would need more trainers, but where could she get them?
 
They asked Prof if he still runs his HR consulting firm and if he can certify trainers. He said yes and so he conducted a workshop to all the employees of FLIGHT Inc. who would be involved as trainers. Working with Ms. Marie, people realized that Prof. and Ms. Marie’s tandem was a great hit. With the program and training platform already template and scripted, what could go wrong? Actually, nothing. All went smooth, until...
 
After a year of conducting the program, PILIPINAS LINERS thought that the success of the trainings they had would mean a new set of training programs that would focus on the core values of the companies. Ms. Marie who was employed both as a training manager for FLIGHT Inc., and CEO of her small training company approached Ms. Ruth and asked for details of the inquiry. Ms. Ruth did so, indicating so many other details that Ms. Marie thought that she wouldn’t be able to handle it properly. She could, but then again she needed an expert on the matter.
 
Later on Ms. Janice contacted Ms. Ruth asking for feedback of the program they successfully ran for a year. With the positive reviews, Ruth told them of the possibility of running a separate program on organizational values, the same request she placed on Ms. Marie’s desk. Unbeknownst to Ms. Janice, Ms. Marie asked Prof to conduct a training needs analysis with Ms. Ruth to digest the details of her request.
 
Question:

1. The program with Pilipinas Liners, who should have control on it?
  Should it be FLIGHT, or Ms. Marie's training company?  Explain.

2. To avoid any other complications, would you recommend that neither FLIGHT Inc., nor Ms. Marie's company run the program? Explain

3. Moving forward, do you think that hiring such a relative would be
  okay, or not anymore?  Explain.

Expert Solution
steps

Step by step

Solved in 2 steps

Blurred answer
Knowledge Booster
Inventory management
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, management and related others by exploring similar questions and additional content below.
Similar questions
  • SEE MORE QUESTIONS
Recommended textbooks for you
Understanding Business
Understanding Business
Management
ISBN:
9781259929434
Author:
William Nickels
Publisher:
McGraw-Hill Education
Management (14th Edition)
Management (14th Edition)
Management
ISBN:
9780134527604
Author:
Stephen P. Robbins, Mary A. Coulter
Publisher:
PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract…
Spreadsheet Modeling & Decision Analysis: A Pract…
Management
ISBN:
9781305947412
Author:
Cliff Ragsdale
Publisher:
Cengage Learning
Management Information Systems: Managing The Digi…
Management Information Systems: Managing The Digi…
Management
ISBN:
9780135191798
Author:
Kenneth C. Laudon, Jane P. Laudon
Publisher:
PEARSON
Business Essentials (12th Edition) (What's New in…
Business Essentials (12th Edition) (What's New in…
Management
ISBN:
9780134728391
Author:
Ronald J. Ebert, Ricky W. Griffin
Publisher:
PEARSON
Fundamentals of Management (10th Edition)
Fundamentals of Management (10th Edition)
Management
ISBN:
9780134237473
Author:
Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:
PEARSON