...Hovey and Beard Summary of Facts Hovey and Beard is a company that manufactures a variety of wooden toys, like animals and pull toys. In the beginning the process was completed when the painters painted the toys by hand. Then the process changed to a production line, by having the toys hung on hooks and going through that line. Since the finished product ended with the painters and the process was new to them, the company tried to add an incentive for those employees. The painters were paid a base salary plus a training bonus that would increase over a six month period. By this time they should be fully trained and able to make the quota required. Unfortunately, the painters appeared to learn slower than expected. Causing the company to take time to fill the painter’s position with a competent staff. The painters were concerned about a few issues that affected their ability to work, like the ventilation and the speed of the toy hooks. Ultimately these issues were resolved by suggestions from the painters. The result of these changes was he increase in production by 30-50%. But like a story we all know too well, every good thing comes to an end. The management started receiving horrible complaints about the painters’ pay. With the increase in production, this created an increase in their pay because of the incentives. Different departments were complaining how unfair it was for the painters to make such mush more money than them. Sadly, due to this the management...
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...Canadian Regions | | Canadian Dishes | Pacific | Mountain | The Prairies | Ontario | Quebec | Atlantic | Northern | | Smoked Salmon | X | | | | | | | | Smoked goldeye | | | X | | | | | | Saskatoon berry jam | | X | X | X | | | | | Pancake topping | | | | X | X | X | | | Flipper pie | | | | | | X | X | | Fish and brewis | | | | | X | X | | | Dulse crisps | | | | | | X | | | Cedar-Plank Salmon | X | | | | | | | | Caribou stew | | | | X | X | X | X | | Boiled fiddleheads | | | | X | X | X | | | Bakeapple Pie | | | | | X | X | | Dishes in Canada | Inuit bannock fried bread | | Calgary-style Ginger Beef | | Oka cheese | | Montreal smoked meat sandwich | | Fish and brewis: salted cod and hard tack | | Canadian peameal bacon | | Poutine is made with french fries, curds and gravy. | | Rappie pie: grated potatoes and meat casserole. | | Oreilles de crisse: Deep fried pork skin and fat | | Bacon from the Yukon | | Clothes in Canada This will depend with the weather whereby if it is in winter you will wear heavy clothes because it is very cold and if it is in summer you can wear light clothes. For winter For Summer List of parties in Canada 1. Political parties in pre- Confederation Canada 2. Canadian politicians by party 3. Communist parties in Canada 4. Conservative parties in Canada 5. Defunct...
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...Nakelya Moragne November 10, 2013 MMGT 5590-QI Organizational Behavior 1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. The Hovey and Beard Company manufactured a variety of wooden toys. Years before the toys where painted by hand, and each employee worked with a given toy until completed. Since there was such a high demand for the toys, operation changed and the painters set in a line by endless chain of hooks. By the second month of the training period, problems began to brew. The painters learned more slowly than anticipated, and it began to look as if production would stabilize far below what was planned. Many of the painters complained that the hooks moved to fast, and a lot of the hooks where going by empty. Painters blamed the engineers for the fast moving hooks; claiming they had the rates set wrong. Some of the painters quit and had to be replaced with new ones; this further aggravated the learning problem. One of the painters worked for the company the longest, so the other painters appointed him/her to address the issues to the supervisor. The complaints were that the job was messy, the hooks moved to fast, and the incentive pay was not correctly calculated, and it was too hot working close to the drying oven. It was fortunate for the painters that they had a supervisor that was concerned about his/her employees and addressed their issues to the best of his/her ability...
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...Katelyn O’Connor Week 3 1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. Principals of Job design exhibited at the Hovey and Beard Company, a production company who made toys. Toy painters were experiencing the following problems: New painters learned at a slower pace (making the other painters lose money on rewards per piece) the assembly line hooks moved too fast, painters blamed management. Incentive pay wasn’t adequate for workers and it was too hot working so close to the drying ovens. One painter, who worked with the company the longest, was appointed by other painters to address their concerns with the supervisor. Supervisor listened and worked closely with painters to address their concerns; he worked well and incorporated the goal setting theory with the painters. Changing the work design of the painters work station, management used a positive reinforcement theory to make the painters part of the solution. Management installed fans, installing a timer on the hook device: fast, medium and slow, letting the workers choose the time of day to change the speed. Managers keep the incentives going with the learning bonus and the per piece reward. Also, update meetings were being held to keep everyone on the same page. Production was 50% higher. Other employees felt the inequity in the company, they were skilled labors and not making as much money as the painters, with this management...
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...1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. According to Ivancevich “Job Design is the process by which managers decide individual job tasks and authority” (p.150), furthermore managers decide about the content, responsibility and duties of the job. Managers have the power to determine the method of doing the job; additionally they are able to expect a certain level of relationships between all co-workers, subordinates etc. The advantage of designing a job is that interest people get the information about the qualifications which are required as well as the reward for doing the job. The most important part of designing a job is to design it properly and in detail in order to find the right person, therefore an increase of productivity or profitability can be one of the benefits. Beyond the job design theory Ivancevich describes in his book “Organizational behavior and management” the reinforcement theory (p.286). Regarding Thomson Gale “Reinforcement theory is the process of shaping behavior by controlling the consequences of the behavior” (Encyclopedia of Management). At this the desired or unwanted behavior will be influenced by either reinforcment or punishment. Reading case 6.1 “The Hovey and Beard Company” apparently the workers get a learning bonus to keep the learning process effective, but within six months the bonus will decrease and finally not exist anymore. This method...
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...Introduction Scientific Management tries to increase productivity by increasing efficiency and wages of the workers. It finds out the best method for performing each job. It selects employees by using Scientific Selection Procedures. It provides Scientific Training and Development to the employees. It believes in having a close co-operation between management and employees. It uses Division of Labour. It tries to produce maximum output by fixing Performance Standards for each job and by having a Differential Piece-Rate System for payment of wages. Frederick W. Taylor was one of the most influential management theorists and is widely acclaimed as the ‘father of scientific management’. According to Northcraft and Neale (1990, p.41), “Scientific management took its name from the careful and systematic observational techniques it used to design jobs and arrange work for the rank-and-file factory worker”. Principles of Scientific Management The techniques, contributions and general principles of Scientific Management Theory are as follows:- 1. Performance Standards F.W. Taylor found out that there were no scientific performance standards. No one knew exactly how much work a worker should do in one hour or in one day. The work was fixed assuming rule of thumb or the amount of work done by an average worker. Taylor introduced Time and Motion Studies to fix performance standards. He fixed performance standards for time, cost, and quality of work, which lead to uniformity of work...
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...This story is an allegory describing a classic tale of a tussle between good and evil- one that has probably been in existence since creation. Upon manifestations of the signs of a long foretold prophecy describing the end of a force of evil, Bilbo Baggins (the eponymous hobbit) is enlisted, by Gandalf the grey wizard, to embark on a quest and his fellow comrades with the 12 dwarves and the wizard to reclaim the lost kingdom of the dwarves. Viewing this premise from my lens, Bilbo, Thorin, Gandalf and company are collectively considered as the force of good to fight the evil in the land.. From the first five chapters, Bilbo can be perceived as a risk averse individual who is totally oblivious to the spirit of adventure within him. As such, he is described as living a relatively inconspicuous life in the hobbit community. One characterized by being predictable, unadventurous and enjoying the simple pleasures of the Shire. In stark contrast to the above description of Bilbo’s personality, being adventurous is summarily presented as hereditary in the Baggins’ lineage. This is seen in the first chapter where Bilbo’s genealogy is described by Gandalf in justification of his choice of Bilbo to embark on the mission. This also forms the conviction with which Gandalf presents Bilbo to Thorin and company as a “skilled burglar” with the requisite skills for the journey at hand. Bilbo’s acceptance of the mission was an action indicative of his “reluctant willingness” to step out of...
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...1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. Job design is defined as the process of specifying task and duties to individuals within an organization. In terms of Hovey and Beard Company there were several known issues dealing with performance within the company. The supervisors recognized that there was a problem within the organization, the painters complained that the hooks moved to fast, that there was poor ventilation in the work room, the job was messy, and the incentive pay was not correctly calculated. They recognized the needs of the employees and they made accommodations to appease them by purchasing fans to circulate the air in the work room and installing a control knob to adjust the speed of the belt. By doing so they fulfilled the needs of their employees and in-turn production increased significantly. Hovey and Beard Company used reinforcement theory by offering a group bonus plan. It stated that the painters would receive a learning bonus for the first six months and afterwards they could earn a group bonus if they exceeded production standards. This was meant to influence the behavior of the employees to increase production. 2. Analyze the performance problems using the "performance diagnosis model" in Chapter 7. In analyzing the performance of Hovey and Beard Company this is what I came up with in relation to the diagnosis model: * Do both the boss and subordinate...
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...began to increase at the turn of the 20th century. Jobs continue to become more complex and specialized, so there is an increased need for educated, motivated employees (Encarnacion, unknown). Job deigns main purpose is to increase motivation and productivity. Increased productivity can take on many forms, quality and quantity improvements, reduced operation costs, or reduced turnover and training costs(Encarnacion, unknown). In regards to question one in the Hovey and Beard Company Case, I feel that the process of painting the wooden toys should have been simplified. The employees were performing too many tasks to keep up with the conveyer system. The painters had to take a toy from a nearby tray, position it in a jig, spray on the color and then hang the toy on a passing hook. If the process were simplified to where the toys were already in position to be painted, this would eliminate some steps in the process and essentially increase production. Another way to help the performance problems at the Hovey and Beard Company is the Reinforcement Theory. The Reinforcement Theory pretty much states that a person can be motivated by its consequences. So depending on if those consequences are positive or negative, you can change someone’s motivation. Many employees have different motivation reasons so if you understand what motivates someone; you can understand how to get them to increase their productivity at a lower cost or no cost or all. There are four primary approaches...
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...Shaneika Newell 1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. Hovey and Beard Company was a production company where painters were experiencing the various problems. New painters learned at a slower pace (making the other painters lose money on rewards per piece) the assembly line hooks moved too fast, and painters blamed management were some principals of job design exhibited at the Hovey and Beard Company. Incentive pay wasn’t adequate for workers and it was too hot working so close to the drying ovens. One painter, who worked with the company the longest, was appointed by other painters to address their concerns with the supervisor. The supervisor listened and worked closely with painters to address their concerns, he also worked well and incorporated the goal setting theory with the painters. Changing the work design of the painters work station, and management, used a positive reinforcement theory to make the painters part of the solution. Management installed fans, a timer on the hook device: fast, medium and slow, allowing the workers to choose the time of day to change the speed. Managers kept the incentives going with the learning bonus and the per piece reward. Also, there were updated meetings being held to keep everyone on the same page. Production was 50% higher, other employees felt the inequity in the company. They were skilled labors and not making as much money as...
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...An Analysis of “How I Wrote Jubilee” Margaret Walker’s essay “How I Wrote Jubilee” is an essay that summarizes the author’s vast research for the Novel Jubilee. Based on stories her great-grandmother portrayed as bedtime stories in her childhood, the novel itself depicts the life and times of a character named Vyry that went through slavery, the Civil War and reconstruction. This responsive essay gives way to an establishment of educated and factual data through timing, oral history of the stories of those who were in slavery, and primary research of the subject matter, thereby providing ample documentation of the credibility of her novel. When gauging whether an author’s writing is credible, one must first inquire what their educational background is. Keeping this in mind, there are several references of the educational background of Walker in the essay “How I Wrote Jubilee.” Graduating from Northwestern University in Iowa at the young age of 19, Walker went on to obtain her master’s in English from the University of Iowa in 1939, graduating in just a year in 1940. Here she studied at the Writer’s Workshop and began writing her thesis on the Civil War, compiling and reading a laundry list of books about the South, the Negro during slavery, and the slave codes in Georgia. Although Walker’s poem “For My People” was published in 1942 her father heeded warning by stating, “I would have to eat if I wanted to live, and writing poetry would not feed me (Walker 52).” It is clear...
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...himself descended from Salem merchants, diversified as a Boston dry goods merchant and became very successful with JC Howe and Co. that he was connected to thru his wife. He set up his sons so that they became, themselves wealthy and significant businessmen. George's second cousin, Edward Crosby Johnson would found Fidelity Investments that made billionaires out of his son and granddaughter. Georges grandfather, Samuel Jr. (b 1826, Boston), like the Sr. also went into dry goods with the CF Hovey Co. in Boston and set up George's father, Wolcott Howe (b 1860, Boston) to also become a dry goods merchant for CF Hovey. Samuel Jr's personality was summarized in Samuel Johnson: A Memorial: The most conspicuous traits of Mr. Johnson's character were his serene and sunny temperament and his religious faith. With him everything was for the best, and when clouds obscured his sky he was always confident that the sun would soon shine again. George's father, Wolcott, beside being successful with CF Hovey, a department store, was also internationally involved on several fronts supporting a college in Turkey and some foreign missions. Sadly, Wolcott died of pneumonia bereaving George when he was only 13. After George attended St. Mark's, a private school, the First World War broke out. He enlisted in the US Marine Corps in 1918 being discharged in 1919 as an expert rifleman from Quantico. Right away he obtained a job as the foreign clerk for a bank. In this position he married Madeline (née ...
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...10/29/13 Xerox PARC, Apple, and the Creation of the Mouse : The New Yorker ANNALS OF BUSINESS CREATION MYTH Xerox PARC, Apple, and the truth about innovation. by Malcolm Gladwell MAY 16, 2011 Print More Share Close Reddit Linked In Email The mouse was conceived by the computer scientist Douglas Engelbart, developed by Xerox PARC, and made marketable by Apple. I n late 1979, a twenty-four-year-old entrepreneur paid a visit to a research center in Silicon Valley called Xerox PARC. He was the co-founder of a small computer startup down the road, in Cupertino. His name was Steve Jobs. Xerox PARC was the innovation arm of the Xerox Corporation. It was, and remains, on Coyote Hill Road, in Palo Alto, nestled in the foothills on the edge of town, in a long, low concrete building, with enormous terraces looking out over the jewels of Silicon Valley. To the northwest was Stanford University’s Hoover Tower. To the north was Hewlett-Packard’s sprawling campus. www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?printable=true¤tPage=all 1/12 10/29/13 Xerox PARC, Apple, and the Creation of the Mouse : The New Yorker All around were scores of the other chip designers, software firms, venture capitalists, and hardware-makers. A visitor to PARC, taking in that view, could easily imagine that it was the computer world’s castle, lording over the valley below—and, at the time, this wasn’t far from the truth. In 1970, Xerox had assembled the...
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...Telehealth utilizes electronic data and telecommunications to support long-distance, clinician-based patient and professional health education, public health and health administration (HHS, 2013). Components of telehealth include videoconferencing, the internet, store-and-forward imaging, streaming media, terrestrial and wireless communications (HHS, 2013). Telehealth systems such as the Health Resources and Services Administration aims to increase and improve the use of telehealth to meet the needs of its underserved patients by (HHS, 2013): •Developing relationships within HRSA and other Federal agencies, states and private organizations to create telehealth projects. •Administers telehealth grant programs. •Provides technical support. •Evaluation of telehealth technology and programs. •Development of telehealth policy initiatives aimed at improving care access and quality health services. •Promotion of knowledge exchange regarding best telehealth practices. Telehealth is an invaluable addition to multiple care settings. Store-and-forward programs provide the smaller hospital to draw upon the knowledge of its much larger counterparts (HHS, 2013). As such, teleradiology and teledermatology programs are of particular interest to critical care facilities and rural health centers (HHS, 2013). Applications such as teleradiology and remote EKG services carry a greater likelihood of being covered by third party payers as they do not typically involve...
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...To: Prof. Hovey From Yang Chen (Felicia) Date: 08/30/2011 Subject: Wal-Mart Case SWOT Analysis Strength * I have a college degree. * I have the ability to communicate well with people. I can easily get new customers, and keep in touch with old customers at the same time. * I have the desire to sell. I think selling is a lovely job, and I want to do it well. * I usually have a goal, and I am always trying my best to achieve the goal. * I am persuasive. I can get the customers believe that the products he buys through me is high quality with a good price, it is the most worth ones. * I am able to work well both independently and as part of a team. * I have a pleasant personality and appearance and problem-solving skills. Weakness * I am not so patient enough sometimes. * I may not have enough perseverance. * I have no work experience before. So I do not really know many details in the job. Opportunities * Some sales representatives have large territories and travel considerably. * There will be good job prospects for those with a college degree, the appropriate technical expertise, and the personal traits necessary for successful selling. * There usually is no formal educational requirement for sales representatives. * Employment of sales representatives, wholesale and manufacturing, is expected to grow by 7 percent between 2008 and 2018, about as fast as the average for all occupations. Given the size of...
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