...businesses, firms, or private, public or government-owned or controlled corporation to engage his/its service to those of his/its security guards for hire, commission or compensation or compensation thru subscriptions or as a consultant /trainer to any private or public corporation. Part of assuring that the assets being used for production such as machines, one company must not only assure that it is functioning but also the physical presence must be seen. Hence there is a need to outsource, the security services to be able to manned or protect the assets of the company which is ready for use by the person on duty. Therefore, the objective of this study is to be able to describe the essence of scheduling in the operations of a security services industry. Proquest Security Management Inc. (PSMI) , a corporation duly organized under Philippine laws will be the subject of this study. The main emphasis is to be able to learn the operations of the organization particularly the scheduling and the deployment of its personnel. II. BODY / CONTENTS HISTORY PSMI was incepted July 21, 2010 where its main office was located in Lepanto, Mankayan, Benguet. The organization was composed of a Detachment Commander, an office staff, three (3)...
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...Three Shifts, Three Supervisors Michelle Minchew LeTourneau University In partial fulfillment of the requirements for: MGMT 3713 – Management and Leadership Barry Fontaine October 11, 2015 Three Shifts, Three Supervisors An effective organization is one capable of implementing its strategy in a manner which satisfies the needs of its multiple stakeholders-customers, shareholders, and employees. A strategy is implemented effectively when people and groups in the organization work in a motivated, skilled, and coordinated manner on the appropriate tasks (Beer, 1994). This theory, or idea, coincides with the path-goal theory which is about how leaders motivate followers to accomplish designated goals (Northouse, 2016). Three Shifts, Three Supervisors case study 6.1 depicts the effectiveness of an organization through four different leadership styles. Brako is a small manufacturing company that entails three different shifts which hold three different job functions. The first shift, supervised by Art, is in charge of the production line and packaging. This job is noted as being monotonous with set rules and standards that require little to no independent decision making. According to path-goal theory, Arts leadership behavior should be constructed around the Supportive style; providing what is missing by nurturing followers when they are engaged in tasks that are repetitive and unchallenging (Northouse, 2016, p.121). The second shift, led by Bob, job scope entails...
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...Approaches to Ethical Dilemmas Evanya S. Perry 335 January 20th, 2014 Dr. Tami Frye Approaches to Ethical Dilemmas When trying to apply different approaches to ethical dilemmas there are several different steps that need to be taken. Understanding the case study, providing answers to difficult questions, determining an approach to take that would best suit the ethical dilemma, and identifying the ethical issues encountered along with providing an approach method will be the first few steps taken. These steps are important to recognize before proceeding in any way. In case number five we are introduced to a woman named Janet Lewis who is a registered nurse. The case study describes her as a motivated worker that has a child with special needs that she raises on her own. Other important information about Janet is the fact that she volunteers to pick up extra shifts to help her employer cover available hours. The case study describes the hours leading up to the situation that happens one day with Janet. On one particular day Janet had covered so many hours that she worked without getting any sleep and was exhausted. Later in her shift because of her exhaustion she misreads a label of medication and proceeds to give the wrong medication to the doctor to be administered. This mistake proves to be fatal and the patient dies. Janet tells the doctor about her mistake and is overheard by the patient’s family. An incident report is filed shortly after and...
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...UNIT 13 MANAGING HOUSE KEEPING OPERATIONS Structure 13.0 13.1 13.2 13.3 13.4 13.5 13.6 13.7 13.8 Objectives Introduction Organisation of Housekeeping Department Layout of the Housekeeping Department Functions of the Housekeeping Department Management of Guest Amenities The Boulders – A Prime Hotel in USA: A Case Study Let Us Sum Up Clues to Answers 13.0 OBJECTIVES After going through this Unit you will be able to explain the: • • • organisation structure of the housekeeping department, various functions associated with this department, and control system that can be used in housekeeping operations. 13.1 INTRODUCTION As the name suggests, housekeeping operations are related to the upkeep of the hotel. Housekeeping is basically concerned with the smooth running of the place, as it has to maintain the hotel from the lobby to the room to the restaurants and the cleaning of the public areas. This Unit intends to introduce you with the housekeeping activities and will also apprise you with the managerial aspects of the Housekeeping Department. An attempt has also been made to establish its linkages and healthy relationship with other departments of the hotel. 13.2 ORGANISATION OF HOUSEKEEPING DEPARTMENT To run even a small hotel of 30 rooms you would require mas sive quantity of linen and a medium sized staff to keep it clean and hospitable for the guests. Within a hotel, the housekeeping department is normally the biggest department with a large number of staff members...
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...Case Analysis The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plan April 10, 2012 Summary The case study is talk about job dissatisfaction and high turnover rate at the Lima Tire Plant, which is one of the 8 manufacturing units operated by the Treadway Tire Company. In 2007, more than half of the foremen at the Lima facility had turn over. The turnover rate is the highest one over the past 10 years at Treadway, and also the high foremen turnover rate is the major concern for Ashley Walls who is the Director of Human Resources in the Lima Plant. Her major objectives are cost cutting, increase productivity, and reducing turnover. The next I will directly show some problems which the Lima Tire Plant had from the case. And then I give the corresponding suggestions and solutions for them, Main Problems From the case we could know the exact job dissatisfaction and high turnover situation at Lima Tire Plant. In order to logical analyze these I would discuss from the individual (foremen) to the integration (company). The foremen: First of all, I think the daily production evaluations of the Lima Tire Plant were too strict. Some of the variations in the production quantity and quality were not under the foreman’s control, specifically as it relates to machines breaking down. But the executive leaders just focus on daily production. Such as the plant manager Bellinghan...
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...According to the case study, the main problem is the packaging department is lack of supervisor. This department is being taken over by two supervisors, however, the packaging operation house separates with other departments, so supervisor seldom visit them. Those under panopticism are aware that they may being observed but never sure they are actually being watched at that moment. (Clegg et al. 2011 P451) The workers need to improve their efficiency and quality because the buyers will look closely at the packaging when deciding whether to buy from Treetop or another mill. Although this company is competitive in the market because of the quality, a large number of consumers switched to the competitors. Even if other departments have improved productivity and reduced operation to just one shift per day. With the problems caused by the packaging department, like decreasing in productivity, which prevent the smoothing functioning of the whole factory. The morning shift of the packaging department is unable to keep up with the combined production of the sawmill and planner departments, so the unpackaged output left for the afternoon shift. So that the company's industrial chain tends to collapse, which decline the profit of the whole company. Those managing and being managed should create more value than would be paid to them in wages and salaries. (Clegg et al. 2011, P458) Because of this. The manager’s key task as ensuring that organisation goals-because where individuals worked...
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...CME Case Study David Gold’s challenge encompasses many different elements. The most obvious is the perception of his department, the refill packaging unit, by those in and around the company as either a stepping stone/proving ground or a place where the “losers” work. This has led to a high level of turn over decreasing continuity and confidence. His unit’s supervisors are also struggling with the permissive culture of the company, each having their own perspectives on the consequences of the culture; acceptability of supervisors to hold individuals accountable as well as expectations on supervisor engagement. The unit also lacks a clear vision for the workforce. David Gold laid out goals during the first off-site but hasn’t been able to engage his key leaders with a vision or objectives for the unit. Finally, David’s unit lacks trust. Trust from the supervisors’ perspective that management will support them when they make tough decisions as well as from the management’s perspective, supervisors won’t act in the best interest of the company and aren’t dedicated to their work. This environment has led to a unit not performing as a team with animosity building between supervisors from different backgrounds as well as between supervisors on different shifts. David Gold, the manager, should encourage the participation of all the supervisors in meeting the goals and objectives. He should also insist that the general supervisors collaborate with the production supervisors...
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...CASE STUDY - I PRATHAMESH STEEL (PVT.) LTD. Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. As this time though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high and made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continue at a high rate. On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The ,Worker began to complain about working on Saturdays and not having either time or facilities change...
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...Case Study 1 Exempt or Nonexempt Employees Shawnte Reed Liberty University Compensation Management BUSI 645-B01 Dr. Ed Sherbet Case Study 1 Exempt or Nonexempt Employees There are many benefits to having a management or leadership position. A manager is normally paid a salary, while lower level workers are paid an hourly wage. Some other benefits managers usually receive are sick leave and vacation time. However, there are drawbacks to having a management position such as overtime and working hours. Managers often are exempt from overtime pay even when they work extended hours during the work week. Consequently, managers are paid the same amount of money whether they work eight hours or twelve hours. This case study involves Jane, a shift leader at a department store. Jane does not receive overtime pay even though she works up to 50 hours per week because she is an exempt employee. Policy pertaining to overtime pay is set by the Fair Labor Standards Act (FLSA). According to the FLSA, “ employers are to pay overtime rates (one-and-a half times regular pay) for any hours worked in excess of forty hours in a work week with exemptions for employees acting in an executive, administrative, or professional capacity” (Dorris, 2009, p. 1253-1254). Exempt employees fill positions that are classified as executive, learned professional, administrative, computer, outside sales, and creative professional. Jane is classified as an exempt employee because she is part of...
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...Gaining a Deeper Understanding of the Problem – Evelyn Sanders 1 In the video Ashley and John identified the issues at Treadway Tire Company as being low morale among workers, the rising cost of raw materials and line foremen turnover rate. I did identify the same issues as Ashley and John did in the Treadway case, however, I did identify to other issues not identified by Ashley and John. One organization issue is that one plant manager is not enough personnel to properly oversee a plant of 9000 hourly workers. I also see a 12 hour shift and the calling in sick by workers as an indication of burnout by workers. It was a mistake not to identify the long worker hours of employees as a possible issue. Ashley is on track with identifying the three main issues at Treadway. These are obvious and stated issues (Howard Business Review 2008). Ashley is also on the right track because she had done some research using Good to Great as a bases for ideas on confronting the issues before her. She is also confronting the brutal facts about the issues Treadway is facing no matter how difficult they are to face. The key aspects of the situation at Treadway have been included in Ashley’s conversation with John, with additional thoughts about what other data needs to be gathered to help analyze the issues she is facing. To analyze the key issues at Treadway, and come up with an action plan, Ashley should use employee exit interviews as a data collection means, face-to-face employee...
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...Joshua R. Upthegrove MGT 585 – Dr. Pane Case Analysis 2: Does this Milkshake Taste Funny? In this scenario, George Stein, a young college student, employee, son, and boyfriend ends up facing an ethical dilemma, in which he must evaluate what possible scenarios, could be right or wrong. However, can George overcome the possible scrutiny from his colleagues, if he decided to go the route adverse their recommended action? With just a thought he can already hear their negative statements and derogatory comments (Robbins, De Cenzo & Coulter, 2013). Within this analysis, critical points are analyzed with respect to what might cause George to act in an ethical manner or an unethical manner, in the situation that stands before him at his workplace. As Alahmad (2010) indicated, ethics are a person’s concept of right and wrong. Will George do what’s right on his moral compass, or wrong? In a society so based on competition and innovation, one must always stay true and honest; in which case they won’t have to worry if they are keeping up and remembering the next lie. “If you tell the truth, you don’t have to remember everything.” (Alahmad, A., 2010). Background George is an East coast college student who has spent the entirety of his life in modern suburbia. Like most his age, his interests remain rather ordinary, gathering with the locals his age at the city spot (drive-in restaurant), fast cars, and of course girls. George had not necessarily wanted to be a college...
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...BUSM1162: Case study The employees at Appleberg Electric Company are protected by a union agreement. You, a shift supervisor, have good relations with your workers and treat them as colleagues. Yet Gatsby, 56, a senior worker who is minimally competent, is an exception. He ignores any attempts you make to relate to him or motivate him. He operates a punch press and produces at barely the standard rate, often with more than twice the average number of defective parts. But since he makes the minimum standard required, he is meeting his obligations. He reacts badly to your discussions and suggestions, and insists that his work is not below union standards. Gatsby is surly, uncooperative and lacks the motivation to change. Your boss knows and detests Gatsby, as do Gatsby’s co-workers. He often makes offensive jokes about them, abuses them in public and many avoid him altogether. But there is no real negative effect on the other workers and no one has ever filed a formal complaint against Gatsby. Your boss now suggests that you take steps to encourage Gatsby to seek employment elsewhere, by moving him among the least desirable jobs and assigning him to inconvenient shifts. This is entirely legal, not a violation of the union agreement, although it certainly violates the spirit of the agreement and of the good union management relations at Appleberg. Your actions will surely be noticed and easily documented should Gatsby or the union wish to file a grievance against you. Your actions...
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...Memorandum of constructive discharge complaint JDT2 Task 1 Shira M. Blanchette Western Governors University TO: Jean Jones, CEO FROM: Shira Blanchette, HR director DATE: 10/4/13 SUBJECT: Constructive discharge complaint A. Constructive Discharge The Zippeedoo Toy Company has been experiencing huge growth over the past year, leading to a change in scheduling for production personnel. Where all personnel once worked eight (8) hours per day, five (5) days per week, it became necessary to shift production personnel to a rotating schedule of twelve (12) hours per day, four (4) days on, 4 days off throughout the month. This led to personnel being scheduled over the weekend, as well as during the week. Employees were required to work from one to three Sundays per month, depending on rotation. When the new schedule was announced, Mr. Tibbet resigned his position in the production group. He has filed a claim of constructive discharge with the Equal Employment Opportunity Commission (EEOC) which alleges that Zippeedoo Toy Company required practices which conflicted with his religious beliefs, forcing him to leave the company. Constructive discharge is an illegal and discriminatory practice that forces an employee to resign employment due to intolerable working conditions. In order to meet the criteria of a constructive discharge, Mr. Tibbet must prove that his resignation occurred a) due to conditions that any reasonable person would...
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...Certificate in Employee Coaching and Counselling (11 May – 29 June 2013) Project Papers Content My role in Leadership Development Department 3 Background of the case 3 Preparation for Coaching 4 Planning for coaching 4 Coaching Steps: 5 Conferencing with the Staff 5 Follow up & tracking after coaching 6 Follow up on Leadership Development 6 References 7 Question 4: Describe a situation in which you used the performance coaching skills and steps to help a staff member improve performance. What was his/her reaction to your coaching? What was the outcome? My role in Leadership Development Department I am a senior executive of Leadership Development Department in one of famous companies providing medical aesthetic solutions. Apart from organizing different kinds of activities in uplifting the quality of staffs and facilitating the potential colleagues to be an all-rounded team leader, one of my duties is to provide coaching to the staffs whose work performance is not up to the standard set by the frontline departments. Although the staff I met had the performance issues, I enjoy the coaching works for I can make use of my work and life experience, knowledge and expertise in facilitating the staffs to resolve their own problems, help them develop greater self-awareness and greater confidence as well as accepting more responsibility. I do truly agree...
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...Case Study of the Causes of Problems in the Greasex Line of a Company and the Possible Quality Improvement Steps In the high-technology sector, the Greasex line is specialized in manufacturing solvents packed in cans for degreasing. Nonetheless, the company had experienced some trouble with the new filling equipment. The main problem was the presence of high-pressure beyond the required upper specified limit in some second shift cans. However, these problems as identified from the case study are related to several areas. They include personnel such as the newly assigned operator from a different department. He lacked formal training and was also negligent as he was absent from his position of operation during the process. Moreover, Mac Evans; the line supervisor, after picking and tagging the cases as “hold”, went on his duties and did not supervise their progress. Although vetted by hand by Wayne Simmons, the first-line supervisor, they could still be of low quality and pose safety threats to the customers. In addition, the machinery used was not initially designed to handle the process involving lower viscosity of Greasex, lacked preventive maintenance schedule. The appropriate equipment, which is the special filling head for the process, had been poorly and haphazardly adjusted. Materials used in production such as plastic nozzle can heads were designed on a rush order by a vendor and, therefore, had slight burrs on the inside rims causing fitting problems. They had...
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