...bothered up job description for them. When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it. The storm quickly became old news to the firm out – of – state customers, who wanted filters, not excuses. Phil Mann, the firm’s president, was at his wits end. He had about 30 new employees, 10 old – timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local university’s business school. She immediately had the old – timers fill out a job questionnaire that had listed all their duties. Arguments ensued almost at once: Both Phil and Maybelline thought the old – timers were exaggerating to make themselves look more important, and the old – timers insisted that the lists faithfully reflected their duties. Meanwhile, the customers clamored for their filters. Questions: 1. Should Phil and Linda ignore the old – timers’ protest and write up the job description as they see fit? Why? Why Not? ✓ No, Phil and Linda should not completely ignore the protest and here is why. Despite the exaggeration, the old-timers have been doing their duties efficiently for a long period of time. No one knows what goes into the duty more than the workers who are doing it first-hand. Having said that, the management should still go ahead with writing the job description, but only after interviewing these old-timers rather than just taking their word...
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...for each of its shifts. The problem was that the “Old-timers” had known their jobs so well that no one had ever bothered to draw up job descriptions for them. When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it. The storm quickly became old news to the firm’s out-of state customers- who wanted filters, not excuses. Phil Mann, the firm’s President, was at his wits end. He had about 30 new employees, 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local universities business school. She immediately had the old- timers fill out a job questionnaire that listed all their tasks, duties & responsibilities. Arguments ensued almost at once- Both Phil & Maybelline thought the old-timers were exaggerating to make themselves look more important, and the old-timers instead that the list faithfully reflected their duties. Meanwhile, the customers clamoured for their filters. Questions: Should Phil & Linda ignore that old-timers’ protests and write up the job descriptions as they see fit? Why? Why not? How would you go about resolving the differences? Solution: No, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timers who have full knowledge about the tasks, duties & responsibilities they used to perform. Ignoring them may result to turbulence among the workers and they’ll feel cheated hence leading...
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...Organizational behavior Q1. What are the causes of stress to Phil’s life? Give evidence from the case to support your views. Firstly, it is the work overload stressors. For the case mentioned, Phil worked six days a week. He worked for too many hours per week and his workload was heavy. Also, as Phil was one of six vice-presidents, he needed to maintain and build a positive image to his colleges and subordinates. Therefore, he might demand himself to do better. Secondly, it is the low task control stressors. It means the jobs required high responsibilities. Phil had many important responsibilities. He might need to have some important meetings. Or he might need to decide a long term strategy and goals within the company. Besides, he wanted to be promoted but the competition was quite keen. Finally, it is the work family conflicts. As Phil used too much time on work so he might ignore the communication in the family. He had insufficient time to satisfy his non-work roles of being a father. For example, he had nothing to say with his daughter. He may feel stress for that. Q2 What are the consequences of the above stressors to Phil’s professional (work) and personal life? Firstly, Phil didn’t have time to relax. Besides golf game, he had no ‘extracurricular interests’. Just sit in front of the computer and lack of enough exercise would lead to some health problems like heart diseases, especially he was in the middle age. Secondly, Phil might have some health problems...
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...Did Phil commit plagiarism? If so, what did he do wrong, and how could he have prevented this problem? Yes, he did not properly cite used sources, such as directly quoted the website and not using quotation marks, and also he did not site quotations used right from websites. He could have prevented this by attributing the quotes to the websites. Also by keeping track of all used quotes. One of ways was to follow the professor’s instructions for not to cut-and-paste. Who are the stakeholders in this situation? - Phil - His team members; Bentley, Stella, and Herb - Professor Wemmick - Dean of the graduate school - The authors Phil plagiarized from What are Phil's responsibilities? To whom is he responsible? What rules and guidelines should he follow? Phil has multiple responsibilities depending on which Phil is being asked about: Phil the director of Human Resources, the husband, the father, or Phil the student. Phil the student is responsible to his group to complete his share of assignment according to the “Team Work Plan Individual Responsibilities and Schedule”. He also has a responsibility to the professor and university to follow the academic policies of the university. What are Professor's Wemmick's responsibilities? To whom is she responsible? What rules and guidelines should she follow? Professor Wemmick is responsible to the students for fairly grading the assignments. One of steps in properly grading the assignment is to submit the assignment to...
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...1. Compare the leadership traits and behaviors of Ben Samuels and Phil Jones. Ben is a relation-oriented manager who is supportive and brings sympathy towards his employees. Ben believes that if he treats his employees properly and fairly, they would perform better and be loyal to the company. Thus, he created certain social activities in favor to please the subordinates. Additionally, I believe that he displayed too much focus on human needs. Consequently, he failed to monitor his employees’ working progress. Also, these traits and behaviors proved that Ben wasn’t a task-oriented leader either. In contrast, Phil Jones is more of an initiating structured and job-oriented leader. He focused and rested more interest in productivity. He showed less concerns for his subordinates’ needs and feelings. However, I think sometimes that Phil was a little too harsh towards the employees. For instance, there were occasions when he reprimanded the workers right on the spot because they made a mistake. Clearly, Phil showed no remorse as he would lay off workers rather than assign them to another task. 2. Which leader do you think is more effective? Why? Which leader would you prefer to work for? In a management view, I believe that Phil would be more effective. As an autocratic leader, Phil was able to achieve high productivity results. He was effective in terms of reducing costs. However, I think most people would rather work for Ben because he was more of a collaborative...
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...up job descriptions for them. When about 30 new employees began taking their places, there was general confusion about what they should do and how they should do it. The storm quickly became old news to the firm’s out-of-state customers, who wanted filters, no excuses. Phil Mann, the firm’s president, was at his wits’ end. He had about 30 new employees, 10 old-timers, and his original factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant form the local university’s business school. She immediately had the old-timers fill out a job questionnaire that listed all their duties. Arguments ensued almost at once: Both Phil and Maybelline thought the old-timers were exaggerating to make themselves look more important, and the old-timers insisted that the lists faithfully reflected their duties. Meanwhile, the customers clamored for their filters. Questions 1. Should Phil and Linda ignore the old-timers’ protests and write up job descriptions as they see fit? Why? Why not? How would you go about resolving the differences? No, Phil and Linda should not ignore the old-timers’ protests and write the job description themselves. Most likely the old timers job descriptions are accurate because they were the ones who are actually performing the work. Also, since there are 10 old-timers who listed similar duties, the job descriptions should be considered valid because their descriptions seem to agree. One way to resolve the differences would be to review and...
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...Question #1 Should Phil and Linda ignore the old-timers protests and write the job descriptions as they see fit? Why? Why not? How would you go about resolving the differences? Answer: No, Phil & Linda should never ignore the old-timers’ protest. Since its the old–timers who have full knowledge about the tasks, duties & responsibilities they used to perform. Ignoring them may result to turbulence among the workers and they’ll feel cheated hence leading to lower productivity. Writing job description without the information acquired from old-timers would be like climbing mountain without a guide. Since they know the nature and requirement of the job very well, they must be asked about the information of the job before writing a job description. To resolve the problem I would have used a questionnaire with both structured as well as open-ended questions. That would have lead to lesser confusion and misinterpretation by Phil & Maybelline. (The Job Information Sheet is given below which consist of both structured and unstructured questions) Question #2 How would you have conducted the job analysis? What should Phil do now? Answer: I would have conducted the job analysis in one of the two ways. Either I would have used questionnaire (with both structured as well as unstructured questions) or the interview method. In the interview method, after collecting the information, I would further proceeded to get the information reviewed and verified by the immediate supervisor...
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...I should have known that after closing my tab, closing my laptop, and staring at the ceiling nothing would ever be the same. A concept started to grow in me. The seed was planted after that short video, and every waking moment of my existence helped it grow and blossom. Phil had just posted a new type of video he called "Why I Was A Weird Kid" I remember helping him come up with the segment after he told me a rather alarming story from when he was 6 and he tried to control birds with his mind. Why do I live with him again? Anyways, like a good flatmate, I watched his now fully thought out and edited video as soon as it was posted. About half way through, my soft smile that always lingered when I watched an Amazingphil video slowly turned...
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...In our day and age in America, one of the most impacting social issues is body image. If you go to a foreign country, they make jokes that the United States is going to sink because our diets are extremely unhealthy, our portion sizes are enormous and we do not exercise enough. While our health probably is not where it should be, pointing out this specific insecurity and making jokes will hurt people too. The meme Dr. Phil, uses bolded text, offensive humor and the celebrity status of Dr. Phil to have readers read the meme in a humorous way. These modes use pathos and ethos to achieve this end. The Dr. Phil meme to begin with has a large, white, bolded headline stating, “You’re Fat” and then the bottom line reads, “Don’t sugarcoat it // Cause you’ll eat that too”. The positioning of the wording is purposeful because the first thing you read is...
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...Cameron Lawson Case Study Analysis #1 COM 3152 Tues. Thur. 11AM Spring 2014 Phil and Trish’s communication issues were caused solely because of Phil. He didn’t see her as an equal, and thought he was better than her. In the conversation Phil had with his wife before the plane trip, he said that her age and gender bothered him. Trish was intimidated and recognized that Phil didn’t have respect for her, as mentioned in the conversation with her husband. Marshall’s communication failure with both of them came when he didn’t establish himself as the boss. It wasn’t said in the email that Marshall had a sit down with both Trish and Phil. With out them having sit down conversation to get to know and understand each other, they just saw him as a newcomer, instead of their boss. It was stated that Trish had no idea what Marshall thought of the inventory system and that Phil didn’t respect him because he thought Marshall took his position. All of them seemed to ignore communication as a process and purpose. Marshall’s leadership style didn’t really follow one specific idea. His style could fall on The Tannenbaum and Schmidt Leadership Continuum, and it would be on the Subordinate Centered Leadership end. He never declared himself a boss, and outside of the car ride and flight they never did things as a group. All of them talked to different people at the luncheon and kept distance from each other. Marshall passively suggested that they discuss things the next morning, instead...
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...Peering back into the life of “Phil” after his untimely death, “The Company Man” portrays the lives of thousands of people living the reality of corporate America and the sacrifices they make. The short story questions whether these sacrifices have any worth in the long run with heavy influences from the author’s opinion. The author Ellen Goodman uses stereotyping, repetition, and diction to portray her feelings of distaste for Phil’s lifestyle. Through the heavy use of stereotypes, the author unveils her biases towards Phil and all people similar to him. The author denotes Phil as a cliché workaholic, referring to him as “a perfect type A” and a “classic” at that. With this description, Goodman makes it known that Phil is not unique in...
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...incorporated in 1970 by Fred Filmore, who had been the sole proprietor prior to that. In 1983, Fred Filmore retired and sold his business to his only son Phil, age 38, for a small sum. That year, annual sales totalled $1,300,000. Phil Filmore was an aggressive manager and strategist. He modernized the plant, introduced new product designs and accessories such as mirrors and lamps, and implemented new marketing strategies and merchandising ideas. These innovations were quite successful, and helped the company to establish a good reputation in the furniture industry. From 1983 to 1993, sales income increased to $5,100,000, and the company had 58 full-time employees on the payroll. While sales grew quite strongly, the highly competitive nature of the furniture business held profits to relatively low levels. In 1998, the company's after-tax profit amounted to $204,000, or 4.0 percent of sales income, which was very close to the industry average. Phil Filmore was clearly in charge of the key activities of the business, including all of the strategic decisions mentioned earlier. The company employed five sales representatives who called upon the smaller accounts, but Phil personally handled the responsibility of calling on the major accounts. Of particular importance were the company's relationships with major chain stores that Phil had developed in the years after he took over management of the business. With most of Phil's attention devoted to merchandising and promotion, day-to-day...
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...From the handouts, Ben Hill is the possible perpetrator I suspect most. The clue to make this conclusion is that he’s “all over” the TBC’s work. My following analysis is based on the fraud triangle. As regards to opportunity, Ben is the office manager and he has multiple authorities over the company’s operations including transaction verification and cash handling. It’s easy for him to perpetrate a fraud. The most obvious opportunity for him to commit a fraud is in purchasing equipment. Because Ben recently changed a vendor to Charlie Thurgood, who has a close relationship with him, it’s suspicious that they may collude with each other. When purchasing the equipment, Ben has access to the purchasing order which is “open”. He can possibly change the ordered quantity and ask Charlie to change the invoices which Charlie will personally drop with Michelle. It’s Ben who is the only person authorizes the purchase as well as the payment. There is no segregation of duties in this purchasing process. Besides Ben is the person responsible for hiring temporary employees and verifying the timesheet and checking. It’s also easy for him to add more employees who actually don’t exist. Moreover, Ben verifies the ticket log and keeps the money overnight. There is a chance for him to steal money from it too. The pressure making him to plot fraudulent schemes may come from his family background which shows he has “a bunch of ex-wives.” There is a possibility he needs to get money to afford the...
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...by Harold Ramis, starring Bill Murray as the main character Phil Connors. Phil Connors...
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...incorporated in 1970 by Fred Filmore, who had been the sole proprietor prior to that. In 1983, Fred Filmore retired and sold his business to his only son Phil, age 38, for a small sum. That year, annual sales totalled $1,300,000. Phil Filmore was an aggressive manager and strategist. He modernized the plant, introduced new product designs and accessories such as mirrors and lamps, and implemented new marketing strategies and merchandising ideas. These innovations were quite successful, and helped the company to establish a good reputation in the furniture industry. From 1983 to 1993, sales income increased to $5,100,000, and the company had 58 full-time employees on the payroll. While sales grew quite strongly, the highly competitive nature of the furniture business held profits to relatively low levels. In 1998, the company's after-tax profit amounted to $204,000, or 4.0 percent of sales income, which was very close to the industry average. Phil Filmore was clearly in charge of the key activities of the business, including all of the strategic decisions mentioned earlier. The company employed five sales representatives who called upon the smaller accounts, but Phil personally handled the responsibility of calling on the major accounts. Of particular importance were the company's relationships with major chain stores that Phil had developed in the years after he took over management of the business. With most of Phil's attention devoted to merchandising and promotion, day-to-day...
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