University of the Philippines Cebu Business Management Cluster Comprehensive Case # 2 Repairing Jobs That Fail to Satisfy In partial fulfillment of the requirements in MGT 104 – Organizational Behavior Submitted to: Professor Leahlizbeth Sia Submitted by: Lourdes May Maglinte BS Management II I. Statement of the Problem DrainFlow, a large residential and commercial plumbing maintenance firm operating throughout the United States has been an major player in their
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understanding of the Repairing Jobs That fail to Satisfy. The report focuses on how DrainFlow can improve in three areas: job structure, incentive structure, and hiring practices. The main contents include an introduction to the problems DrainFlow is encountering, analyses of the current business, and recommendations on how DrainFlow can overcome these issues to foster a long-term competitive advantage. Goal and Recommendations The goal of this proposal is to provide recommendations for a new job structure
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| Repairing Jobs That Fail to Satisfy | CASE STUDY | Danica Michaela A. Mancao 2/27/2015 | Statement of the Problem Drainflow has effectively reduced cost through specialization but it has greatly lead to both employee and customer dissatisfaction due to incorrect processing of orders; improper billing service and unfitting people being sent to do the job. Objectives: * To determine if employee dissatisfaction affects the performance of the job. * To determine some ways
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MAN3240 APP ORG BHVR BLENDED 517646 CASE 3 -Repairing Jobs that Fail to Satisfy Karel Tucker When you write, make sure you touch on the following points: Although it's clear employees are not especially satisfied with their work, do you think this is a reason for concern? Does research suggest satisfied workers are actually better at their jobs? Are any other behavioral outcomes associated with job satisfaction? First let's compare the two types of employees:- Satisfied Employees
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Yes, because research shows that job satisfaction and job performance are related. Not only good job conditions are involved in job satisfaction, but also personality plays a great role. For example people can change jobs from a higher pay to a lower one and still get the satisfaction out of it. As mentioned in the case the regional manager Lee Reynaldo is less satisfied in her new job, even though she gets a higher pay check. She points out that her last job and its environment were more vital
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Mine Dictionary Words | Meaning | Words | Meaning | Words | Meaning | Words | Meaning | Words | Meaning | | | | | | | | | | | | | | | | | | | | | Abrupt | Sudden | Content | Satisfied | Squirmed | Twisted | Priority | Importance | Penetrate | Enter/Breach | Allegation | Claim | Criterion | Standard | Pretend | Invent | Elysium | | Frustration | Prevention/block | Bureaucracy | Government | Trait | Quality | Quintessence | Heart | Faculty | Ability | Relative |
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http://www.studymode.com/essays/Drainflow-Repairing-Jobs-That-Fail-To-1346002.html Drainflow Repairing Jobs That Fail to Satisfy Potential effectiveness of a Cash Reward System and Structured Interview Program for DrainFlow Report for the Manager William Assemiah, 12021643 Irene Aidoo, 12021610 Sroda Adzo Apam, 12021626 Asare Ohenedwira Thomas, 12021639 Dorothy Dede Aklerh Asamoah, 12021634 Sampson Abbey Armah, 12021630 Arthur Sherifa, 12021631 Amadu Waliu, 12021617 Report Summary
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Repairing Jobs that Fail to Satisfy Contents Executive Summary 3 Introduction 3 Goal and Recommendations 3 Introduction 4 Background 4 Data Analysis 5 Job Structure and Organizational Design 5 Incentive Structure 6 Hiring Practices 7 Recommendations 7 Job Structure and Organizational Design 7 Incentive Structure 9 Hiring Practices 9 Strategy and Implementation 10 Conclusion 11 Appendix 12 1. Customer Survey 12 When Your Drain Won’t Go, Call DrainFlow 12 2
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Discuss targets and timescales for achievement for Autoglass to monitor a given strategy 21 Conclusion 22 References 23 Executive Summary Autoglass has been able to emerge itself as a reliable source of repairing centre of windscreen as it ensures the most effective and long lasting repairing service for its customers. Performing several result. It shows that Autoglass is happily providing services 92% of the customers. At the very beginning when they have started to operate their business, they
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involved, whereby each player has its own goals and therefore his own individual understanding of value. Kimura expected to be treated as a special customer and that Pramtex would understand the significance of their machines as an important part to satisfy their need. Trust, initially put into the service of Pramtex, started to diminish when Pramtex missed out on assisting them properly after the emergency breakdown. It seemed unexpected that Pramtex, a company striving to be the technology leader in
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