...1/29/2012 Case Study: A Laid-off Glass Worker Issue in the case Ronald Petrie was laid off from the company on March 20, 1997 and from the beginning of May that year, the remaining employees of the Glass department were made to work over-time and at the same time; a few other employees from different departments were transferred to the Glass department. The Union’s contention is that the management was wrong in not making a recall for Petrie when it realized in the beginning of May that there can be an opening for a job in the Glass department, while the management argues that it is their right to decide whether the opening was required or not. The issue in the case is whether the management has violated the labor agreement by discharging Petrie and then putting other Glass department workers on overtime and transferring people from other classifications to this department, and not considering making a recall to Petrie for this duration of time. Union’s position The union’s position can be described as follows: (1) the labor agreement clearly tells that if employees are laid-off from work as a result of reduction in workforce, and an opening occurs in the classification they were working for, then they will be recalled to that classification in order of seniority provided the concerned employee is physically able to return to work and perform in a satisfactory manner, (2) looking at the overtime and temporary transfer hours worked for the Glass department, it becomes clear that...
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...Laid-off Glass Worker Issue in the case Ronald Petrie was laid off from the company on March 20, 1997 and from the beginning of May that year, the remaining employees of the Glass department were made to work over-time and at the same time; a few other employees from different departments were transferred to the Glass department. The Union’s contention is that the management was wrong in not making a recall for Petrie when it realized in the beginning of May that there can be an opening for a job in the Glass department, while the management argues that it is their right to decide whether the opening was required or not. The issue in the case is whether the management has violated the labour agreement by discharging Petrie and then putting other Glass department workers on overtime and transferring people from other classifications to this department, and not considering making a recall to Petrie for this duration of time. Union’s position The union’s position can be described as follows: (i) the labour agreement clearly tells that if employees are laid-off from work as a result of reduction in workforce, and an opening occurs in the classification they were working for, then they will be recalled to that classification in order of seniority provided the concerned employee is physically able to return to work and perform in a satisfactory manner, (ii) looking at the overtime and temporary transfer hours worked for...
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...set in motion One of the main reasons we recycle is for preserving our world for future generations. The items we throw out take energy to make, so many of the items are not biodegradable. They take centuries to break down. We produce so much waste that we are running out of space to bury it or dispose of it without contaminating the environment. Preserving our environment is not just some wild conspiracy theory. Almost everything we see around us can be recycled. Each piece of material we recycle makes a positive impact on the environment. Recycling regulations in countries, states, and even local community vary. You need to know what can be recycled. Practically everything in a modern household can be recycled like paper, plastic, glass, metals, and wood scrap. More items are added to the list of what can be recycled as our technology grows. Some items like light bulbs can't be recycled because they are too hazardous and we need to avoid mercury contamination in landfills. Recycling process is a cycle and has three stages. The first stage is the collecting and sorting. In some areas, mixing recyclables is...
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...Issues in the case Did the company violate the Labor Agreement by using Glass Department employees to work overtime and temporary transferring employees into the department to work when Mr. Ronald Petrie was laid off? Should the company have called Ronald Petrie back to work? The Glass Department consisted of five employees, on March 20, 1997 the company laid off Ronald Petrie leaving four employees to work the department. On April 3, 1997 an employee retired now leaving only three people to work the department. After laying-off an employee and one employee retiring the company began transferring employees from different departments as well as having the department employees work overtime. Union Position The union’s position is the company violated Article 12 section 9 by not recalling Mr. Ronald Petrie back to work. The union points out how much overtime was required for the department previous years when it had five employees working in the department. The union also points out how much department transfer the company used as well. Since the glass department is requiring so much overtime and departmental transfer it is obvious a position should be opened in the department. The union feels the position should be opened and Mr. Ronald Petrie should return back to his job. The union points out how the company previously recalled to recognize opening for very short intervals. The overtime has been going on for over six weeks and the opening should be recalled. Mr. Ronald...
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...strong. Then she decided to start a family, She chose to take a 6 week paid leave after her first child was born, with the option to return to work on an 80 percent flexible work, she had a full support from her supervisors. Robin was passed over in promotion many times after that. Finally, after three more years with no promotion, Robin decided to leave the firm. Theory the glass ceiling theory seems the most suitable theory that is relevant to that situation. The Glass Ceiling is an "artificial barrier based on attitudinal or organizational bias that prevents qualified individuals from advancing upward in their organization into management-level positions" (U.S. Department of Labour, 1991). More simply, the glass ceiling constitutes an invisible obstacle for women, preventing them from moving up the corporate ladder (Eagly, 2003). The Glass Ceiling is evidently illustrated through statistics. For example, of the Fortune 1000 Companies, only 17 are led by women CEOs; this corresponds to less than 2 percent of women serving as CEOs (Catalyst, 2003). Furthermore, gender discrimination and the glass ceiling has lead to a significant pay gap between the sexes (Booth et al, 2005), and across 22 nations, both sexes still prefer a male boss (Hogg & Vaughan Hogg & Vaughan, 2008). As stated by the president of Catalyst - an organization for the advancement of women in business - this number does not adequately reflect the influence of women in managerial and...
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...6, No.1, January 2013 pp: 77-97 Glass Ceiling and Women Career Advancement: Evidence from Nigerian Construction Industry Obamiro John Kolade1*, Obasan Kehinde2 1. Department of Business Studies,Covenant University, Ota,Ogun State, Nigeria 2. Department of Business Administration,Olabisi Onabanjo University, Ago-Iwoye Ogun State, Nigeria (Received: 9 December 2011; Revised: 19 February 2012; Accepted: 26 February 2012) Abstract Despite the fact that women possess the required knowledge, skills, competencies, training and experiences to perform effectively and efficiently in construction industry, they experience entry and career advancement barriers. This research examines the effects of glass ceiling syndrome on women career advancement in construction industry. Data were obtained through structured questionnaire distributed to workers of selected construction companies. The findings reveal that some of the barriers mentioned in the literature against women career advancement in construction are prevalent in Nigeria, except the existence of equality in respect of male and female in terms of employment and career development opportunity. Also, low women participation in Nigerian construction industry begins in choosing course, education and continues throughout recruitment process. The aim is to encourage women's participation in construction industry and employers to tackle the industry‟s environmental issues by introducing flexible work hour, reducing workload and making the...
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...Everybody loves having a nice looking car, but some people put off needed auto glass repair because they assume it is going to be a hassle. This couldn’t be further from the truth. According to the auto glass repair pros at Ashlock Glass LLC in Clarkson, KY, windshield repair is one of the easiest repairs you can have done to your car. Ashlock Glass LLC is used to dealing with windshields that have been dented, cracked, and chipped. This kind of damage can happen easily from stones being kicked up from tires while driving, hailstorms, or other driving accidents. Under the law, you have a right to choose the auto glass repair company of your choice. However, you should always look for companies like Ashlock Glass LLC who employ specially trained...
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...not for job wages being set by the government-they wish to have the discrimination taken out of pay scales from within the company. Commonly, this pay gap is attributed to the fact that women in the United States are still expected to attend to familial obligations over work. Data shows that women do attend to family obligations, like having a child, caring for a sick family member, or caring for an elder; but they also do not give up on work. Yes, women often chose lower paying jobs in exchange for flexible hours and do spend a lower number of hours per week long-term at their jobs than their male counterparts. Because women are socialized to be the primary care givers they are kept at these lower paying jobs that are more flexible, the jobs allow them to care for their family yet still retain an income (possibly a second income for the household). Women’s changing roles in society has resulted in this workplace problem. Women are allowed and often encouraged to work but they are not rewarded or compensated at the same level, for their efforts, that men in the work force are. The pay gap would be narrowed if companies were more conducive to family schedules. Men and women would receive equal pay for the same job. Companies would benefit by retaining quality employees. Men and women need to start out making the same amount of money for the same job, companies need to offer women ample maternity leave, families need...
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...An Built heydays. nearly as avid in creating Nxxx,2012-01-22,A,001,Bs-BK,E3 all of the Abroad of Almost Empire Almost all millionnotheydays. heydays. Almost the 70 in America. Today, few are. mous companies were in theirall of 70 million the 70 million Apple employsApple employs 43,000 43,000 peoAmerican jobs as other faiPhones, 30 million iPads iPads andiPadsApple employs 43,000 peoand iPhones, 30 million30 million iPhones, and Almost all of the 70 million heydays. plemous companies were in their and inple inUnited States and the the United States 59 43,000 other other products Apin America. products other products Ap- ple in the United States 59 million million ApApple employs million peo- 59 Today, few are. iPhones, 30 million iPads and overseas, a Late Edition small fracple sold last year year manu- were manu- 20,000 a small fracAlmost last sold were manu-heydays. ple and of the last year ple in the United Statessoldallplewere 70 million20,00020,000 overseas, overseas, a small 59 million other products ApAppleof Timesover 400,000 Ameri-YOR the employs 43,000 over Today, clouds the peotion over 400,000 Ameri- high iPhones, 30 million iPads andtion ofNew York thetion of and sunshine, 400,000 Am facturedNo. 55,658 overseas. VOL. CLXI .factured factured . © 2012 The NEW ple sold last year were manu- 20,000 overseas, a small .frac-overseas. overseas. © 2012 The New York Tonight, cloudy, a bitand NEW YO of in workers StatesMoVOL. CLXI . No. 55...
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...production up and down. In 2007 Jobs decided to replace the standard plastic screens with more durable glass screens last minute. Jobs had stated that he didn’t like the look or feel of the plastic screen, and felt like they scratched too easily. Foxconn was hired as the subcontractor by Apple. In order to be able to get all of the iPhone’s changed to glass screens they had to act fast. Corning was hired to make the special glass screen that was required for an iPhone. This company manufactured large panels of strengthened glass. Finding a company to cut and install millions of panes of glass was not as easy. This is where outsourcing became beneficial for Steve Jobs and Apple. A bid came from a Chinese country. When the Apple team visited China the Chinese workers were already coming up for a blueprint for the new wing to cut and install the new glass for the iPhone. The warehouse had a supply of sample glass from Corning, and a team of engineers available to work for Apple. Dormitories had been constructed on site so the thousands of Chinese workers had a place to stay. This enabled the factory to run three shifts seven days a week in order to meet Apple’s demands for production. China is also had an advantage in the accessibility to other engineers. In only 15 days the Chinese company was able to hire 8,700 industrial engineers to oversee 200,000 assembly-line workers. The company estimated it would take up to nine months in the United States to perform...
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...Sparkling glass limited a company with 300 million turnover, is running through losses for the past 2 years. The financial problems have resulted because, production is outpacing sales, as production cost is 75 percent of the sales. Government also hold most of the company's input which results in increase in price of the product and at the same time competitors, sell glass containers at lower prices because of which customers prefer to buy from those sellers. Manufacturing of glass containers is a continuous process and requires a lot of training. Working conditions near the glass furnace is very difficult because of immense heat and there are no fans in that area, which poses a problem for workers. Glass manufacture deals in variety and if we see other companies produce variety of bottles and whereas our company only deal with a single variety, which is very economical. Ashok the in-charge of general shift, who has been responsible for routine function of the general shift, production planning, scheduling and costing, is going to retire in few months time and there is a need for replacement in Ashok's place. Recruiting externally is not feasible for the company looking at the current situations. There are four replacements internally in the company to take over Ashok's place ~Khanna, Panjabi, Gupta and Gulati. Khanna:- He holds a 5 years of work experience and is a glass technologist. He has good communication skills and applies them while solving issues. His...
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...Workplace: The Glass Ceiling If glass ceilings existed, they would allow people to see through to the world above them. Because glass is clear, those existing under such a ceiling might not, at first, even notice that a barrier was in place which separated them from higher levels. Yet if they tried to pass through, they would quickly learn that the ceiling prevented them from doing that. But let�s face it. Women have known about glass ceilings in the executive suite and throughout all levels of the workforce long before the Wall Street Journal highlighted the problem in March 1986. It was coined in the media to describe what happens to women when they are denied opportunity to the upper levels of executive management. Thousands of qualified women and minority men are routinely denied top level jobs in corporate America. But instead of calling it racism, sexism, or xenophobia, we call it the "glass ceiling." For people confronting these barriers, it is discrimination - plain and simple. Glass ceiling" is a term that describes the artificial plateau, beyond which women and other minorities are denied the opportunity to advance to upper levels of executive management in corporate America (Castro, 1997). It has become a routine practice to deny thousands of qualified women the top level jobs, merited by their performance. The "glass ceiling" barriers toward women are nothing but an insidious form of sex discrimination, in violation of law(Feldman, 1997). Glass ceiling barriers...
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...Caitriona Leone & Jordan Crystal 15 October 2012 Giberson’s Glass Studio 1. Come up with an analysis that might help save the business. Edward Giberson is facing a problem with his rapidly deteriorating glass studio. He is not making profit, which is from a combination of not pricing his products correctly and spending too much on costs. I first figured out his total revenue for the year. Giberson’s year is actually made up of 40 weeks or ten months. The following table is what makes up his revenues: Category | Unit Price | # of units | Sales | Patterned glasses | $9.00 | 19*40=760 | $6840 | Paperweights | $15.00 | 10*40=400 | $6000 | Wrapped tumblers | $8.00 | 32*40=1280 | $10,240 | Vases | $25.00 | 8*40=320 | $8000 | Total Annual Revenue: | =31,080 | I then calculated the operating costs for the year, which included his estimated wages of $25,000 for the year and depreciation of the equipment, furnace, truck, and gas tanks. I combined the remaining operating costs together which include advertising, rent, utilities, etc.: Category | Cost per month | Months (40/52)*12 | Operating Costs | Office Supplies | $25 | 9.23 | $231 | Hand Tools/MFG supplies | $150 | 9.23 | $1,385 | Part-time labor | $100 | 9.23 | $923 | Other operating costs | $640 | 9.23 | $7,680 | Truck | $205 | 9.23 | $2,460 | Furnace | $1,000 | 9.23 | $9,230 | Furnace Depreciation | $208* | 12 | $2,500 | Equipment Depreciation | $31.25** | 12 | $375 | Truck Depreciation |...
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...in 2007. All iPhones contain hundreds of parts, an estimated 90 percent of which are manufactured abroad. Advanced semiconductors come from Germany and Taiwan, memory from Korea and Japan, display panels and circuitry from Korea and Taiwan, chip sets from Europe, and rare metals from Africa and Asia. Apple’s major subcontractor, the Taiwanese multinational firm, Foxconn, performs final assembly in China. Apple still employees some 43,000 people in the United States, and it has kept important activities at home, including product design, software engineering, and marketing. Furthermore, Apple claims that its business supports another 254,000 jobs in the United States in engineering, manufacturing, and transportation. For example, the glass for the iPhone is manufactured at Corning’s U.S. plants in Kentucky and New York. But an additional 700,000 people are involved in the engineering, building, and final assembly of its products outside of the United States, and most of them work at subcontractors like Foxconn. When explaining its decision to assemble the iPhone in China, Apple cites a number of factors. While it is true that labor costs are much lower in China, Apple executives point out that labor costs only...
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...determining the best costing method for their overhead costs, in addition to understanding the following concepts: 1. differences between traditional costing systems and activity-based costing, and 2. proper allocation of overhead costs with identification of activities and its associated costs. Zauner Ornaments are launching three different products for their expansion. Yu doubts if the selling prices set by the Sales Department are enough to generate profit for each product line. Then, she analyzed the unit costs for their products to see if the selling prices can cover the product costs. Currently, Zauner allocates its factory overhead on the basis of production volume, but there is a significant loss per unit for the small colored glass ornaments. Their Operations Director, David Metz, suggests in contrast that overhead allocation based on prime costs (sum of direct material and direct labor costs) will result to lower product costs and therefore result to profits per product line. Yu is convinced that both overhead allocations are not accurate enough to trace the costs associated to each product. As such, she tries to divide the support costs using the activity-based costing system. Problem...
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