...A Novice Manager’s Tale of Woe Synopsis: The case study starts off by introducing Tricia Monet and how she was hired by the company Personal Reflections as an assistant manager for the Sioux City Store. Tricia was a middle child that had come from a family that was very close. (Note: this probably led/taught her to want to get along with those around her) Tricia had received a bachelor’s degree in accounting and her only real work experience had come from an accounting firm job that she worked for less than one year. The organization had a very structured hiring and training program, however the company lacked any formal ongoing/follow-up training program. Personal Reflection hiring practices included not allowing the store manager to have any involvement in the hiring decision. (Note: not good hiring practice could lead to animosity between workers) Sioux City store was set up to have one store manager and three assistant managers. When Tricia reported to work she was confronted by a disorganized store, a confrontational store manager (Heather Munson), and only one other assistant manager (one short). Within a month the other assistant manager quit and the store manager had gone on disability leave. Tricia was left to run the store by herself for over a month by herself and approximately 30 part-time employees. (Note: regional manager should have come to help) After 45 days of running the store by herself, management hired three assistant managers (Amy, Lori, and...
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...“A Novice Manager’s Tale of Woe” Tricia Monet is a store director at a retail store called “Personal Reflections”. Personal Reflections is a national chain of personal care and household products. Tricia moved from Illinois with her fiancé to Sioux City, Iowa. Tricia has a bachelors in Accounting, but decided she wanted to do something different. She saw the position for assistant director and Personal Reflections and applied. She was hired with under the director Heather Munson. Assistant directors were scheduled in 9-hour shifts there were three assistant directors who could potentially all be working at the same time along with part-time as well as seasonal employees. Tricia worked under Heather Munson clashed from the beginning. Tricia felt interrogated; the store that Tricia was assigned to consistently fail to meet sales goals, the store was un-organized. Tricia was yelled at for organizing the store and after 1 month she was ready to quit. Munson then stated that she was going on disability leave which put Tricia in a temporary store director, which then took on fully when she found out Munson was not returning. In the process Tricia had fully organized the store, brought up sales and had trained three new assistant store directors; Amy, Lori, and Tammy. Lori soon became Tricia’s right-hand man because she wanted to achieve everything. Amy was one of the easiest to get along with, and Tammy struggles with paper work and adapting to a new environment. ...
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...A Novice Manager’s Tale of Woe Synopsis: Tricia Monet is 23 years old with a Bachelor’s degree in accounting. Due to her fiancé’s job, she was relocated to Sioux City, Iowa. Prior to her move Tricia had spent almost a year working for an accounting firm but later decided that she wanted to make a career change. After her relocation, she applied for an assistant director position with a company called Personal Reflections and was offered the position just hours after her interview. She accepted the job offer and received a two week training which was extremely helpful for her, being that she had no experience in a managerial role. Tricia began her role in her new position on August 1. It started off rocky, almost immediately, and in a matter of months things took a drastic turn with her new job. The store that Tricia worked for was apart of a National Chain. Each location was ranked on a level 1-4 based on its sale revenue with one being the highest. The Sioux City location was a level 3 store under the direction of Heather Munson. Before Tricia even began her position, Munson had already felt disgruntle at the fact that she was never included in the selection process for hiring the three assistant directors for her store. Munson and Tricia’s work relationship started off on a bad note. Every encounter that Tricia had with Heather made her feel as though she was being questioned. Tricia made an effort to bring some structure to the disorderly, messy store and was reprimanded...
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...Tricia Monet, a young woman from Missouri gets an assistant director job at a retail store called Personal Reflections in Sioux City, Iowa. Because the corporate policy indicates that store directors do not have say in the hiring process for assistant directors, Heather Munson, the director of this store showed animosity for Tricia upon her arrival. Tricia felt attacked and interrogated anytime she spoke to Heather, and was yelled at by her for trying to neaten up the cluttered store. As only one month passed, Tricia became very frustrated with Heather and considered quitting the job. While on the verge of quitting, Heather came to Tricia and told her that she would have to go on a leave of absence due to medical problems. Tricia was then required to take on the role of store director with only one month of retail experience. One month after that, the district manager informed Tricia that Heather would not be returning as the store director. By this time the district manager hired three assistant directors for the store and made an offer to Tricia for the store director position, which she accepted. It was October and the holiday season, which was the busiest time of the year, was approaching. Tricia got along great with her three assistant directors for the first month. They seemed to share all of the same ideologies and goals about the direction of the store, and even went to dinner one night to discuss the issues at the store. Tricia’s strategy as the store...
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...Chris Trusdell MGMT 362 David Mull 11-23-2011 “A Novice Manager’s Tale of Woe” Synopsis: A young woman, Tricia Monet, is quickly promoted from assistant store director to store director for a Personal Reflections retail store. She has no prior managerial experience and her only training was a two-week course for assistant store directors. Tricia's district manager hires three assistant store directors for the store and Tricia begins her managerial career by trying to build a team atmosphere. Tricia’s first day at the store was met with animosity by the store director, Heather Munson. Heather resented Tricia only because she was not part of the hiring phase. Anytime Tricia wanted to make changes for the betterment of the store she would run into a brick wall with Heather. This particular store had failed to meet its sales goals throughout the year. Tricia wanted to quit because of all of the animosity between herself and Heather. On the verge of quitting, Heather came in one day and told Tricia that she was having back problems and was going on disability leave. Tricia would now be the acting store director with only a month of experience. In September, the district manager told Tricia that Heather would not be returning back at store director. By October first, the district manager hired three assistant managers for the store. Tricia was officially offered the store director job by the end of October. All four of them seemed to get along in the first month. All four of...
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...”A Novice Manager’s Tale of Woe” This story is about a small town accounting girl (Tricia Monet), who was from a very large close-knit family in Illinois. Her fiancés job was transferring them to Sioux City, Iowa. So she did a little soul seeking and thought this would be a good time to try something new in her career. She had a bachelor’s degree in accounting but was tired of crunching numbers. She decided she wanted to interact with people face to face, instead of hanging in an office behind a desk. So the move was a great time to see what else might be out there. She saw an ad in the Sioux City newspaper for an assistant director position at Personal Reflection. Personal Reflections, was a national chain of personal care and household products. She applied, was offered the job within two hours, and accepted the position within the next two days. She attended a two-week training class within the next few weeks after accepting the position. The company seemed great, people were nice and benefits were great but she noticed after that training class Personal Reflection provided little information or assistance to their directors. When Tricia started Heather Munson was the store director, and at that time there was only two assistant directors, and 30 part-time employees. Personal Reflection ranked their stores based on sales. There were four levels, stores with the largest volume would be ranked a 1, the Sioux City store was ranked a 3. Ms. Munson resented that the district...
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...MGMT 362 February 7, 2012 Week 5- Case Study #2 A Novice Manager’s Tale of Woe Synopsis: Tricia Monet, a young woman from Missouri gets an assistant director job at a retail store called Personal Reflections in Sioux City, Iowa. Because the corporate policy indicates that store directors do not have say in the hiring process for assistant directors, Heather Munson, the director of this store showed animosity for Tricia upon her arrival. Tricia felt attacked and interrogated anytime she spoke to Heather, and was yelled at by her for trying to neaten up the cluttered store. As only one month passed, Tricia became very frustrated with Heather and considered quitting the job. While on the verge of quitting, Heather came to Tricia and told her that she would have to go on a leave of absence due to medical problems. Tricia was then required to take on the role of store director with only one month of retail experience. One month after that, the district manager informed Tricia that Heather would not be returning as the store director. By this time the district manager hired three assistant directors for the store and made an offer to Tricia for the store director position, which she accepted. It was October and the holiday season, which was the busiest time of the year, was approaching. Tricia got along great with her three assistant directors for the first month. They seemed to share all of the same ideologies and goals about the direction of the store, and even went...
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...Immanuel Kant A Famous Philosopher 10/21/2012 Kelley Huttar Immanuel Kant (1724 – 1804): Immanuel Kant was a modern day German deontologist from Prussia and became one of history’s most famous Philosophers. A deontologist is someone who believes in acts that are strictly right or wrong. Kant was an influential thinker and one of the last philosophers of the Enlightenment era. However his work in epistemology (the study of knowledge) and theology (the study of religion) are still influential to current philosophers of our time. He was also known for his beliefs in ethics and his knowledge in astronomy. Kant was an independent person, meaning he did not let others influence his way of thought. He created his own moral values and acted alone in his findings and did not look for outside criticism. He believed that other people’s emotions and view towards a subject could impact one’s moral values and behavior. He was admired by his friends for this quality, and because of this he became famous for the concept known as the categorical imperative (Evers). Theory Developed and Its Example: Categorical Imperative: Kant developed a theory on morality that is known as the categorical imperative. This theory implies that one should only act on his or her own morals. Kant believed a person has a duty to be moral in every sense as he believed this was a moral requirement. He also believed that an action one takes must be moral enough for the entire universe to agree...
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...threat to her position because of their level of education. Before my arrival, every employee, including the complainants, were asked to complete a questionnaire regarding their with the organization’s structure and culture. They were asked to answer questions such as: their level of experience and education, their feelings about the work environment, improvements that should be made, their overall view of management including fairness and effectiveness, and what they would like to see come out of this negotiating process. I then anonymously compiled the results and shared them with the Director of Human Resources and the manager in question. The results indicated that there was some possible disparity and inappropriateness with the manager’s disciplinary actions because the employees that had college education were subjected to write-ups more often than those who did not have a college education. Employees also revealed that this particular manager does not have a college degree and this may be the root of her unfairness. In order to facilitate this process effectively, I will...
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...PROJECT MANAGEMENT By Michael Harding Roberts Table of Contents Chapter 1 - Introduction and Principles .............................................................................. 1 Chapter 2 - Projects and Stages ........................................................................................ 4 Chapter 3 - Roles and Responsibilities ............................................................................ 27 Chapter 4 - Project Definition ........................................................................................... 45 Chapter 5 - Risk Management ......................................................................................... 57 Chapter 6 - Estimating ..................................................................................................... 66 Chapter 7 - Planning ........................................................................................................ 79 Chapter 8 - Stage Agreement ........................................................................................ 101 Chapter 9 - Project Support ........................................................................................... 110 Chapter 10 - Tracking, Controlling and Reporting .......................................................... 122 Chapter 11 - Change and Issue Management ............................................................... 144 Chapter 12 - Quality Management ......................................................................
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...IIBM Institute of Business Management Business Communication www.iibmindia.in SYLLABUS Business Communication S. No. Description 1 Communication in Business Organizations: Introduction; Meaning of Business Communication; Types of Information Exchanged in Business Organizations; Role of Communication in Business Organizations; Importance of Communication in Management of Business Organizations; Scope of Communication in Organizational Setting; Characteristics of Effective Business Communication; Ethical challenges and Traps in Business Communication; Role of Communication in Three Managerial Roles Defined by Henry Mintzberg 2 Nature, Scope and Process of Communication: Introduction; Defining Communication; Nature of Communication; Objectives/Purpose of Communication; Functions of Communication; Process of Communication; Elements of Communication Process; Process of Communication: Models; Thill and Bovee‘s Model of Communication Process; Working of the Process of Communication; Forms of Communication; On the Basis of Expression/Medium Used; On the Basis of Organisational Structure; On the Basis of the Number of Persons 2.13 (receivers); On the Basis of Direction/Flow of Communication 3 Channels and Networks of Communication: Introduction; Channels of Communication; Communication Flow in Organizations: Directions/Dimensions of Communication; The Concept of Ombudsperson; Patterns of Flow of Communication or Networks; Factors Influencing...
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...The New Astrology by SUZANNE WHITE Copyright © 1986 Suzanne White. All rights reserved. 2 Dedication book is dedicated to my mother, Elva Louise McMullen Hoskins, who is gone from this world, but who would have been happy to share this page with my courageous kids, April Daisy White and Autumn Lee White; my brothers, George, Peter and John Hoskins; my niece Pamela Potenza; and my loyal friends Kitti Weissberger, Val Paul Pierotti, Stan Albro, Nathaniel Webster, Jean Valère Pignal, Roselyne Viéllard, Michael Armani, Joseph Stoddart, Couquite Hoffenberg, Jean Louis Besson, Mary Lee Castellani, Paula Alba, Marguerite and Paulette Ratier, Ted and Joan Zimmermann, Scott Weiss, Miekle Blossom, Ina Dellera, Gloria Jones, Marina Vann, Richard and Shiela Lukins, Tony Lees-Johnson, Jane Russell, Jerry and Barbara Littlefield, Michele and Mark Princi, Molly Friedrich, Consuelo and Dick Baehr, Linda Grey, Clarissa and Ed Watson, Francine and John Pascal, Johnny Romero, Lawrence Grant, Irma Kurtz, Gene Dye, Phyllis and Dan Elstein, Richard Klein, Irma Pride Home, Sally Helgesen, Sylvie de la Rochefoucauld, Ann Kennerly, David Barclay, John Laupheimer, Yvon Lebihan, Bernard Aubin, Dédé Laqua, Wolfgang Paul, Maria José Desa, Juliette Boisriveaud, Anne Lavaur, and all the others who so dauntlessly stuck by me when I was at my baldest and most afraid. Thanks, of course, to my loving doctors: James Gaston, Richard Cooper, Yves Decroix, Jean-Claude Durand, Michel Soussaline and...
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...www.it-ebooks.info www.it-ebooks.info E L E V E N T H E D I T I O N MARKETING MISTAKES AND SUCCESSES 3 0 T H A N N I V E R S A RY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. www.it-ebooks.info VICE PRESIDENT & PUBLISHER EXECUTIVE EDITOR ASSISTANT EDITOR PRODUCTION MANAGER PRODUCTION ASSISTANT EXECUTIVE MARKETING MANAGER ASSISTANT MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR SENIOR DESIGNER SENIOR MEDIA EDITOR George Hoffman Lise Johnson Carissa Doshi Dorothy Sinclair Matt Winslow Amy Scholz Carly DeCandia Alana Filipovich Jeof Vita Arthur Medina Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should...
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...ROBERT F. HARTLEY • Cindy Claycomb 12th Edition T W E L F T H E D I T I O N MARKETING MISTAKES AND SUCCESSES Robert F. Hartley Late of Cleveland State University Cindy Claycomb Wichita State University VICE PRESIDENT & EXECUTIVE PUBLISHER SENIOR EDITOR PROJECT EDITOR EDITORIAL ASSISTANT ASSOCIATE DIRECTOR OF MARKETING MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR PRODUCT DESIGNER SENIOR PRODUCTION MANAGER ASSOCIATE PRODUCTION MANAGER PRODUCTION EDITOR COVER DESIGNER George Hoffman Franny Kelly Brian Baker Jacqueline Hughes Amy Scholz Kelly Simmons Marissa Carroll Harry Nolan Allison Morris Janis Soo Joel Balbin Eugenia Lee Kenji Ngieng This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical...
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...OTHER BOOKS BY D. A. BENTON Lions Don’t Need to Roar How to Think Like a CEO The $100,000 Club Secrets of a CEO Coach HOW TO ACT LIKE A 10 Rules for Getting to the Top and Staying There CEO M C G R AW- H I L L SAN FRANCISCO LISBON WA S H I N G T O N , D. C . MADRID AU C K L A N D D. A. BENTON N E W YO R K B O G OT Á MILAN C A R AC A S LONDON NEW DELHI MEXICO CITY SINGAPORE MONTREAL S A N J UA N SYDNEY T O K YO TO RO N TO McGraw-Hill abc Copyright © 2001 by Debra A. Benton. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-137459-0 The material in this eBook also appears in the print version of this title: 0-07-135998-2. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales...
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