...Fall Semester 2013 Productions & Operations Management BUM 4013 (01) Research Paper November 4, 2013 Job Satisfaction in Management And How Faith Provides Satisfaction Content Abstract ____________________________________________________ 1 Pay _______________________________________________________ 2 Promotions _________________________________________________ 4 Supervision _________________________________________________ 5 Coworkers __________________________________________________ 8 Work Itself __________________________________________________ 10 Altruism ____________________________________________________ 12 Status ______________________________________________________16 Environment _________________________________________________17 Conclusion __________________________________________________18 Abstract Job satisfaction is key in finding enjoyment in your day-to-day work experience. Sadly, people have substituted satisfying jobs with jobs that they took just to make a living. The problem is that people get scared that they cannot make it with the passions they have. One might think that they cannot make it as a musician so they settle for something else. One might think that they cannot make it as a professional athlete so they settle for something else. I have explored many journals, articles, and other research papers to figure out why that is. As a result I have found that people are born with a fear of living essentially. This...
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...After reading the case, The Devil’s Den, which is a snack bar Susan works part time at while attending Mr. Eagle College it is obvious that management has failed at being able to execute a successful strategy. CFS lacks knowledge of what is going on at the snack bar and is unable to execute basic tasks. For competency building, CFS hired students who were freshman and sophomores looking for extra spending money. Their hiring process wasn’t based on hiring the right people for the job but hiring students who were willing to work part time and inconvenient hours. Since the job was low skilled, it was difficult to recruit from a better pool of candidates. According to an article in The Wall Street Journal (2011), employees are unable to get candidates not because the employees are not skilled but it is difficult to find candidates who are willing to accept jobs at the low wages offered. Good employees were hard to come by and there was a high turnover rate. Employees were not given formal training for the job so there were no guidelines to follow. Another problem is a company not taking the time to train employees (Cappelli, 2011) this is something CFS is guilty of. Not even student managers were given proper training as to what responsibilities they had to uphold or guidelines. Students were allowed to eat for free just as long as they were on the clock but CFS was not specific on the policy so students ate for free even if they were off the clock. The culture of the...
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...Interview Questions and Answers! Reference: WomenCo. Lifestyle Digest, updates@m.womenco.com 1. Why do you want to work in this industry? Bad answer: “I love to shop. Even as a kid, I spent hours flipping through catalogues.” Don’t just say you like it. Anyone can do that. Focus instead on your history with that particular industry, and if you can, tell a success story. Good answer: “I’ve always loved shopping, but my interest in retail marketing really started when I worked at a neighborhood boutique. I knew our clothes were amazing, but that we weren’t marketing them properly. So I worked with management to come up with a marketing strategy that increased our sales by 25% in a year. It was great to be able to contribute positively to an industry I feel so passionate about, and to help promote a product I really believed in.” 2. Tell us about yourself. Bad answer: “I graduated four years ago from the University of Michigan, with a Bachelor’s in Biology – but I decided that wasn’t the right path for me. So I switched gears and got my first job, working in sales for a startup. Then I went on to work in marketing for a law firm. After that, I took a few months off to travel. Finally, I came back and worked in marketing again. And now, here I am, looking for a more challenging marketing role.” Instead of giving a chronological work history, focus on your strengths and how they pertain to the role. If possible, illustrate with examples. Good answer: “I’m really energetic...
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...are designed to trick you Savvy hiring managers have honed their ability to ask the fewest questions yielding the greatest depth of information. One way they do this is by asking seemingly simple questions that get you to reveal information you may have been trying to conceal — queries that break through the traditional interview noise and clutter and get to the raw you. In other words: questions designed to trick you. Can you tell me about yourself? Why do they ask this? They ask to determine how the candidates see themselves as it pertains to the position. "The employer wants to hear that the candidate did their homework," says Tina Nicolai, executive career coach and founder of Resume Writers' Ink. "The interviewer is also listening for a level of confidence in how well the candidate portrays herself through the information that is communicated. Additionally, the interviewer is listening for strong behavioral competencies, which help determine a right fit with the job. If this opening answer is weak, it can send the remainder of the interview into a tailspin or cut the interview short." What makes it tricky? It can tempt you to talk about your personal life — which you shouldn't! "Most candidates are not versed in seeing this as a trick question, so they may answer by speaking from a personal perspective: 'I have three kids, I'm married, etc,'" Nicolai says. "Believe it or not, even the most seasoned candidate falls for this question especially when prompted by the interviewer...
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...you're getting paid to do something, you should do it, and do it well. But is it always that simple? What if you have a vague job description, a haphazard workload, and a very strict boss who is only content when you look busy, and doesn't realize or care that you are so efficient that you completed your work early. Let's say you and a co-worker must each enter the data from 100 files, or shelve 100 books. You hustle and finish an hour earlier than your co-worker, and there's not much else to do. Your boss or manager walks by, expresses displeasure at the fact that you're not doing anything, and assigns you to an unpleasant, and really unnecessary task because they don't like seeing you relax (even though you earned it by finishing your assignment faster, right?). What do you do? Quit? File a complaint? Or slow down? These instructions are here for if you decide to reward your own efficiency by using that extra time you earned for R&R--without your boss noticing. Know what the standards are. At the end of the day, you still have to meet those standards if you want to keep your job. The main thing you should know is how much time your manager or boss expects you to spend on a particular project or assignment. Spend that amount of time on it--no more, no less (unless, of course, efficiency is actually rewarded in your position, not punished). If, for example, your boss expects you to spend 40 minutes on a task but you know you can get it done in 20 minutes, you should be able...
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...Then before you know it opportunity comes across your desk that would allow you to have more flexibility, freedom and a chance to earn more money. Do you do it? The only catch is, you give up your position as a permanent employee and become a contractor. When someone chooses to become a contractor it allows them to try other jobs, see what is out there and get a chance to get experiences that they wouldn’t normally get if they were stuck with one role for the rest of their professional life. Being a contractor is more advantageous than working direct by allowing flexibility and pay. One major reason contract work is very alluring is the pay and the fact they are paid double what an average employee will make in an hour. They are able to negotiate more freely with an agency on how much they wish to be paid versus someone in a more direct position that is able to negotiate, but if the offer returned doesn’t exceed their expectations, then there is the chance they can decide to go with someone else who will take lower pay. The bottom line is you can usually make a lot more money as a W-2 or 1099 contractor/consultant than a salaried position. In a contract role, if a company doesn’t match what you are asking for there is more wiggle room. The agency will take a cut from what the company pays you and they can take a less of a cut and pay more to you. In the case that the agency is not willing to budge, they can always find another agency that will give you the pay you desire. There...
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...- more 1111111 500,000 copi c« sold - 101 GREAT ANSWERS -to the- 101 GREAT ANSWERS TO THE TOUGHEST INTERVIEW QUESTIONS SIXTH EDITION Ron Fry Course Technology PTR A part of Cengage Learning [pic] Australia, Brazil, Japan, Korea, Mexico, Singapore, Spain, United Kingdom, United States [pic] 101 Great Answers to the Toughest Interview Questions, Sixth Edition Ron Fry Publisher and General Manager, Course Technology PTR: Stacy L. Hiquet Associate Director of Marketing: Sarah Panella Manager of Editorial Services: Heather Talbot Marketing Manager: Mark Hughes Acquisitions Editor: Mitzi Koontz Project Editor: Jenny Davidson PTR Editorial Services Coordinator: Jen Blaney Interior Layout Tech: Bill Hartman Cover Designer: Luke Fletcher Indexer: Larry Sweazy Proofreader: Kate Shoup Course Technology, a part of Cengage Learning 20 Channel Center Street Boston, MA 02210 USA © 2009 Course Technology, a part of Cengage Learning. ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution...
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...TE AM FL Y FEARLESS INTERVIEWING How to Win the Job by Communicating with Confidence Marky Stein McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by Marky Stein. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141572-6 The material in this eBook also appears in the print version of this title: 0-07-140884-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this...
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...Workplace Harassment and Violence Report Jacquie Carr, Community Researcher Audrey Huntley, Community Researcher Barbara MacQuarrie, Centre for Research on Violence Against Women and Children, University of Western Ontario Sandy Welsh, Department of Sociology, University of Toronto Names are listed in alphabetical order and reflect varied, but equal contributions to the overall project and report. We are grateful to Status of Women Canada for funding this project and for the continued sponsorship of the Ontario Coalition of Rape Crisis Centres. We also thank the members of our Advisory Committee for pushing and challenging us throughout this project. We thank the women who facilitated focus groups and helped us contact the women in this study. Finally, this report would not be possible without the contributions of the women who told us about their experiences. © 2004 Centre for Research on Violence Against Women and Children ISBN# 0-9688655-3-4 1 “To understand violence, we have to examine both the personal experience and the terrain of that experience.” Dr. Yasmin Jiawani This report is built on the personal experiences of women who have experienced workplace harassment, but their stories are also about the “terrain” or the context of those experiences. In drawing out the commonalities of their experiences, we have begun to shed light on the terrain. We must transform the terrain if women are to have equality and safety in their workplaces...
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...MANAGEMENT 12E KREITNER & CASSIDY INTERACTIVE ANNOTATIONS Annotation 1a It’s a Small World Question: How does this situation illustrate the pros and cons of economic globalization? Economic globalization provides manufacturers with access to parts from the around the world. With increased specialization comes increased efficiency and lower prices. However, this also leads to a higher level of dependence on a complex supply chain. When Iceland’s Eyjafjallajokull volcano erupted in April 2010 air traffic across Europe came to a standstill. This brought the supply chain to a halt as parts and supplies transported by plane were left sitting on the runway. The economic impact included costly manufacturing plant shutdowns and sales delays. Annotation 1b Back to the Opening Case Question: What evidence of the managerial functions and skills can you detect in the Zappos.com case? Reference figures 1.3 and 1.4. Of the eight functions of management there is clear evidence of Communicating as employees are invited to provide suggestions and feedback related to the core values. Staffing is also involved as they incorporate their core values into the hiring process, particularly the desire to hire people who are humble. Although less obvious, Leading and Motivating are present as well. Employees involved in defining the company’s core values are quite likely to find their work more satisfying and rewarding. Leadership is evident as there is a clear vision and...
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...Summary 4.10 Moral value 4.11 Reference 4.12 Date of publish 4. Work routines that drains you 5.13 Summary 5.14 Moral value 5.15 Reference 5.16 Date of publish 5. Dealing with under qualified co-worker 6.17 Summary 6.18 Moral value 6.19 Reference 6.20 Date of publish 6. Employee Theft 7.21 Summary 7.22 Moral value 7.23 Reference 7.24 Date of publish 7. No one appreciates your hard work 8.25 Summary 8.26 Moral value 8.27 Reference 8.28 Date of publish 8. Is someone stealing your idea at work? 9.29 Summary 9.30 Moral value 9.31 Reference 9.32 Date of publish 9. What’s the deal with after hour meeting? 10.33 Summary 10.34 Moral value 10.35 Reference 10.36 Date of publish 10. Why are your co-worker so annoying? 11.37 Summary 11.38 Moral value 11.39 Reference 11.40 Date of publish 1. Seniority: A Blessing or a Curse? Seniority is the magical title that everyone in every job wishes to have at some point. Why? Simply to treat the new workers like you were treated when you first started in your career. We've all had that one boss or older worker who thinks he deserves to run the place and put all his work on you simply because they had it done to them, causing one and all to utter those words of old, 'I hate my job.' There are...
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...Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. For general information on our other products and services or for technical support,...
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...T HE F IRST - T IME MANAGER FIFTH EDITI ON ................. 11066$ $$FM 11-23-04 15:23:09 PS PAGE i This page intentionally left blank T HE F IRST - T IME MANAGER FIFTH EDITION Loren B. Belker & Gary S. Topchik American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D. C. ................. 11066$ $$FM 11-23-04 15:23:09 PS PAGE iii Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web Site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Belker, Loren B. The first-time manager / Loren B. Belker, Gary S. Topchik.—5th ed. p. cm. ISBN 0-8144-0821-4 1. Supervision of employees. 2. Office management. I. Topchik, Gary S. II. Title. HF5549 .12 .B453 2005 658.3 02—dc22 2004019486 ...
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...Conventions. Published in the United States by LearningExpress, LLC, New York. Library of Congress Cataloging-in-Publication Data: Reasoning skills success in 20 minutes a day.—2nd ed. p. cm. ISBN 1-57685-493-0 1. Reasoning (Psychology) I. Title: Reasoning skills success in twenty minutes a day. II. Title. BF442.C48 2005 153.4'3—dc22 2005047185 Printed in the United States of America 987654321 Second Edition ISBN 1-57685-493-0 For information on LearningExpress, other LearningExpress products, or bulk sales, please write to us at: LearningExpress 55 Broadway 8th Floor New York, NY 10006 Or visit us at: www.learnatest.com Contents HOW TO USE THIS BOOK ix PRETEST 1 LESSON 1 Critical Thinking and Reasoning Skills The importance of critical thinking and reasoning skills, justifying your decisions, the difference between reason and emotion 15 LESSON 2 Problem-Solving Strategies Identifying the main issue of a problem and its parts, prioritizing issues 21 LESSON 3 Thinking vs. Knowing Distinguishing between fact and opinion, determining whether facts are true or tentative truths 27 LESSON 4 Who Makes the Claim? Evaluating credibility: recognizing bias, determining level of expertise; the special case of eyewitnesses 33 LESSON 5 Partial Claims and Half-Truths Recognizing incomplete claims, understanding the true value of studies and averages 41 v – CONTENTS – LESSON 6 What’s in a Word...
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...Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. The publisher is not engaged in rendering professional services, and you...
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