...Jim Bandag took over Bandag Automotive from his father, and at this time should have reorganized the Human Resources Department. This due to his lack of interest in oversight that his predecessor, (his father) had in handling these matters. The company has five stores with about 300 employees, which means dealing with all the issues of federal, state and local issues not to mention employee relations. Since Jim is not interested in this he needs to set up a department to handle this so his company remains in compliance. At this time HR in handled by multiple areas and no one is in charge, by setting up an internal department, Jim could set the standards and expectations for the company. This will give the company the competitive edge Jim is working at on the financial side without having an unhappy workforce to deal with. The HR department would handle all the day-to-day management, continue administering benefits. The employees must be able to see that HR polices have everybody’s best interest in achieving the strategic aims. HR management has to be involved in all the new long term and short term planning in order for the employees to feel comfortable with the new department. All the company policies should be made available to all the employees, both new and ones that have been there since Jim Bandag took over. This to make clear any and all changes in policy and guidelines since the change in management. This along with training and seminars to review all the policies,...
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...Submitted to Subject Human Resource Management Topic Continuing Case: Carter Cleaning Center (The Job Description) Institute Of Management Sciences, Lahore Human Resource Management Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections • Job identification • Job summary • Responsibilities and Duties • Authority of incumbent • Standards of performance • Working conditions • Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i.e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she should use one or more of the following methods for collecting information about Standards...
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...Bandag Automotive Angela Welsch Walsh University 1. Bandag Auto has experienced continuous growth and should consider creating an HR Department or Unit. All functions relating to this area would be handled by persons qualified and educated to deal with complicated issues. The new HR Manager would need to develop strategies and policies and identify the needs of the organization. Positions created would consist of a HR Manager, Payroll Manager, Loss Prevention, and employment and screening personnel. 2. Analyze and/or modify current procedures to ensure they comply with legal requirements and responsibilities of the company. Administer disciplinary actions, and developing a policies and procedures manual. Plan employee training and orientation, team building and create a pleasant work environment. 3. Henry Jacques was fired for creating a “poisonous relationship” with his co-workers, this has created a potential lawsuit. This will most likely be a claim of discrimination due to the rumors of Henry’s mental illness. If a policy manual had been used to identify the procedure for termination and all steps were handled according to company policy this could give grounds to terminate his employment. Documenting any erratic behavior and complaints by co-workers or supervisors are imperative. I don’t believe that Henry has a legitimate claim against the company due to the organization not having actual knowledge of any health or mental condition. However, the fact is...
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...Your name Student Name Professor Name Subject 24 September, 2012 Bandag Automotive Comprehensive Case 1 1. Organizational ties are such types of communications which exist between the workers of management personnel and are not mediated by the steady dependence between them, but basically by the unity of the purposes realized by them. The managerial process is made on the basis of the interaction between the elements of the administrative structure divisions, posts, and separate persons. “The organizations with better performance management massively outperform their disorganized competitors. They make more money, grow faster, have far higher stock market values, and survive for longer” (Lee: 2007). HR strategies are aimed to encourage the employees to be open-minded and feel its value in the company’s processes. They are developed in every company’s branch and then become the parts of the common strategy. Thus, it is necessary for Bandag Auto to reorganize the human resource management function. The company should realize a number of the measures to execute all the changes in compliance with the current legislation. There are two variants of reorganization: redistribution of the duties with the transfer of the employees to the other positions, dismissal of the old employees and employment of the new employees. In the case of Bandag Auto, the dismissal of the employees is not legal because there are no grounds for them. Thus, it is necessary to conduct the analysis of...
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...Comprehensive Case: “Bandag Automotive” Joseph Estell Instructor: Judith Grant Human Resources Management- BUS 310 April 29, 2011 Abstract What is human resource management? Human resource management is the process of acquiring, training, appraising, and compensating, employees, and attending to their labor relations, health and safety, and fairness concerns. A manager is the person responsible for the accomplishing of the organization’s goals. The management process consists of various functions which are: planning, organizing, staffing, leading, and controlling. Each manager should know about equal opportunity and affirmative action, employee health and safety, and handling grievances and labor relation. When in a manager position, these items are important to know because you don’t want your company in a litigation issue due to discrimination issues or any unfair labor practices. A manager’s role is defined by there results, If you are managing your own company, it is a good practice to know and understand the human resource management process. Equal Employment Opportunity Act, Title states that an employer can’t discriminate based on race, color, religion, sex, or national origin. Affirmative action is steps that are taken for the purpose of eliminating the present effects of past discrimination Explain why and how the human resource management function should be reorganized. Bandag Automotive is a fairly large company. When you...
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...Comprehensive Case: “Bandag Automotive” Author: Tiffany O. Verin Human Resources Management Professor Fortune Nichols July 20, 2010 Comprehensive Case: “Bandag Automotive” 1 .Given Bandag Auto’s size and anything else you know about it explain why and how the human resource management function should be reorganized. 2. Recommend what Bandag should change and/or improve upon regarding the current HR systems, forms, and practices the company now uses. Bandag Automotive should revamp the human resource system, have a centralized human resource department whose policies and procedures govern all five stores and distribution centers. They should also make sure that all employees are skilled and trained to execute the jobs they are assigned to. All company forms should be controlled and concur with the company’s image, policies and procedures. Having store supplied generic forms may leave out pertinent information relevant to the company’s needs. Jim needs to follow his father’s leadership style, interacting with employees can prove to be an effective tool. Conversing with employees helps employers learn how their employees feel about the company, their jobs and also allows employees to make suggestions or voice...
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...Bandage Automotive Case Analysis BUS310-011016 Date: May 27, 2011 Bandage Automotive Case Analysis Given Bandag Auto’s size, and anything else you know about it, explain why and how the human resource management function should be reorganized. Given the size of Bandag Auto in reorganizing its HR function will make for a more efficient company. I suggest the following services be put in place: 1. Transactional HR group which will focus on using centralized call centers and outsourcing arrangements with vendors to provide specialized support in the day-to day- transactional HR activities to the company’s employees. 2. Corporate HR group that focuses on assisting top management in “top-level” big pictures issues such as developing the company’s long-term strategic 3. Embedded HR unit and assigns a HR generalists directly to department like sales and production, to provide the localized human resource management assistance the department needs. 4. Specialized HR consulting firms within the company to provide support in area such as organizational changes. Recommend what Bandag should change and/or improve upon regarding the current HR systems, forms, and practices the company now uses. “In today’s competitive environment, it’s important for all managers to understand they have a role in building, even within their own department, high-performance work systems. A high-performance work system is a set of human resource management policies and practices that promote...
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...Tire Companies & Rubber Fabian D. Benson Instructor: Sharif Muhammad BUS620: Managerial Marketing 21 May 2012 Michelin North America is the world’s number one seller in commercial and heavy truck tires. Michelin North America has been around (in America) since 1907. It was founded in 1888 by Andre and Edouard Michelin brothers from France. Throughout the years this company has been in some stiff competition; like all companies go through that produce a certain product that is vital to the needs of companies, businesses, and individual needs. The competition has been Firestone, Bridgestone, and Goodyear. Although Michelin tires are by far the better product in the tire business out of the three brands, now that the economy is at one of the worse points ever; individuals are looking for the least expensive brand and product. When you have the best product it normally means you have the best technology, equipment to make the product, masterminds behind the ideas, and best goods and services. Along with being the best there is a high cost. Over the years Michelins tire prices have gone up with the cost of rubber. There are two types of rubber that Michelin uses: 1) Natural Rubber and 2) Synthetic Rubber. Synthetic Rubber is the cheapest rubber and the natural rubber is the most expensive. Rubber is a material from latex sap trees that is vulcanized and used in various products; it is the most important piece that goes into a tire. When looking at rubber...
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...Book Review Leading at a Higher Level examines the concept of leading with a higher purpose, which requires a compelling vision and a philosophy that the development of people is equally important to that of performance. Author Ken Blanchard challenges readers to lead by asking themselves who they are, what they stand for, and how they can take the initiative even if they don’t have position power. When I first started Leading at a Higher Level I expected it to be well written and informative based on my knowledge of the author Ken Blanchard’s work. Leaders in any realm of life can become self-serving when the driving reason for being in business is based solely on profit. While profit is a legitimate goal, neglecting to see leadership as part of a higher calling diminishes the capacity to influence others and impact the greater good. A better definition of leadership, according to the author, is the capacity to influence others by unleashing the power and potential of people and organizations for the greater good. Leadership should not be done purely for personal gain or goal accomplishment: It should have a much higher purpose than that. Leadership can be defined as the process of achieving worthwhile results while acting with respect, care and fairness for the well-being of all involved. When that occurs, self-serving leadership is not possible. It's only when you realize that it's not about you that you begin to lead at a higher level. Being a successful leader is...
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...Michelin II – The treatment of rebates* Massimo Motta 1 European University Institute, Florence, and Universitat Pompeu Fabra, Barcelona 27 November 2006 Forthcoming in a book on EU competition case studies, edited by Bruce Lyons (Cambridge U.P.). The author has not been involved in this case, and his information about the case was only and exclusively drawn from public sources, such as the Commission Decision and the Court of First Instance’s Judgment. I am very grateful to Chiara Fumagalli and Liliane Karlinger for their comments on a previous draft. 1 * 1 1. Introduction In 2001, the European Commission found that the French firm Michelin had – via its various types of rebates - abused its dominant position in the French markets for new replacement tyres and retreaded tyres for heavy vehicles, and imposed a fine of EUR 19.76 million to Michelin. 2 Two years later, the Court of First Instance upheld the Commission’s Decision in its entirety. 3 In many respects, this case is exemplary of the strict formalistic approach followed in abuse of dominance cases by the European Commission and the Community Courts, which severely limit the possibility of dominant firms to resort to certain business practices, such as exclusive dealing, rebates, tying. Indeed, the EU case law has so far disregarded the actual effects of the allegedly abusive practices (the Commission does not need to prove that exclusionary effects have indeed taken place, nor does it need to show that...
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...2/5/2012 ECONOMIC NEXUS IN WASHINGTON STATE: DEFINING SUBSTANTIAL NEXUS Armikka R. Bryant* I. INTRODUCTION This Article explores the evolving framework of nexus and examines the constitutional constraints imposed on states’ tax jurisdiction and how states overcome those limitations. In 2010, the Washington State Legislature declared that out-of-state businesses with no physical presence in Washington were earning significant income from Washington residents by providing services or collecting royalties on the use of intangible property in the state.1 The Legislature also determined that, although these out-of-state businesses did not have a physical presence in the state and were not paying their fair share of Washington State taxes, they were nonetheless receiving the following significant benefits provided by the state: • Laws providing protection of business interests or regulating consumer credit; • Access to courts and judicial process to enforce business rights, including debt collection and intellectual property rights; • An orderly and regulated marketplace; and • Police and fire protection and a transportation system benefiting in-state agents and other representatives of out-of-state businesses.2 * Armikka R. Bryant, Tax Policy Counsel, Washington State Department of Revenue; J.D., 2001, The University of Iowa; LL.M. (Taxation), 2004, The University of Washington; B.A., 1997, The University of Michigan; member of Washington State Bar. I would...
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...[G.R. No. 183383 : April 05, 2010] ANABEL BENJAMIN AND RENATO CONSOLACION, PETITIONERS, VS. AMELLAR CORPORATION, RESPONDENT. D E C I S I O N Amellar Corporation (respondent) provides information technology services to local government units (LGUs) including computerizing their system and operations. In October 1999, respondent hired petitioner Anabel Benjamin (Anabel) who, since March 26, 2001, was the Project Data Controller of its Content Build Up (CBU) Department. The CBU Department of respondent collates and cleanses all the paper data gathered from the LGU-client which are then encoded and fed into the designed operating system. As the most senior member of the department, Anabel was its officer-in-charge. From 2002 to 2003, she administered the CBU functions of respondent's projects in Imus, Cavite and Mabini, Batangas.[1] Petitioner Renato Consolacion (Consolacion), a supervising data controller in respondent's Imus project, directly reported to Anabel.[2] By letter of March 20, 2003, the municipal assessor of Mabini, Batangas informed the manager of respondent that its real property tax administration database was not "100% complete," contrary to the report of respondent's supervising data controller Evangeline Repiano (Evangeline).[3] Melvin Tandoc (Tandoc), respondent's Technology Manager, thus sent Anabel a memorandum of March 27, 2003 reading: This is the first written complaint of such nature that we have received from our client. However...
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