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Case study 4: Initial Analysis At Wister manufacturing the company was faced with a serious problem, when the main supplier to the company pushed back its next order for the next two months. Which has put the 19 employees that work for Wister manufacturing in the fate of the companies hands of being laid off for 90 days. With nothing to do for 90 days and enough money to pay the 19 employees for up to 3 months, they decided to pay there most productive team over the next 3 months and instead of spending there work days with the company they will be doing work in the community with non profit organizations. The key issue is that there is a miscommunication between the employees and the company and the company didn’t fully communicate what they were actually intending to do which caused the employees to not be happy. The solution that was given to them only caused resistance between the employees and the company simply because they were not aware of the problems that where occurring in the company. Instead of being told of the incident the employees received a memo with a solution. Given the idea the employees felt as if this was a step away from their termination from the manufacturing company. That being said Employees also faced challenges that hindered them even if they wanted to do the job, which where transportation because of the location of some of the events. Which brings me to the second issue, which is the company’s schedule of community service events. By the company only addressing their problems they neglected the needs of their employees because they didn’t see how it would affect them psychologically. The events conflicted with many of the employee’s schedules and are a human relations and safety issue the compa... ... middle of paper ... ... there part in the community service part this the company is doing there part to pay them and keep there job by doing this Wister will entice majority of the employees to stay with the company. The improvement in the employee satisfaction can be attributed to the cognitive model, which has different fluctuations and variations of downward and upward trends. Even though the changes that I have suggested will fix the problems in the company and better the company. There will always be the one lingering problem and that is just employee preference and if the employee wants to do the job. Which is out of the companies control and totally up to the worker. Another issue would be money and what would come of the employees after the 90 days and if the orders don’t seem to pick back up and get back on track will they still have a job or will they be forced to be laid off.
The ethical issue in this situation is the willingness of the company’s director to prevent the employees from organizing in union. Among others, the company’s director try to use unfair tactic like diversion, intimidation, manipulation, termination of job contract and threat to shut down the company leading to massive loss of job. In an ethical standpoint, these tactics are wrong.
Decision makers in the company are acting on behalf of the entire company and must keep in mind of the issue of decision at hand. The end decision must be unbiased and fair as it will set the standard that governs what employees should or should not do. Contrary to ethical issues, legal issues govern what employees can or cannot do. TechFite’s plant in Dellberg is facing a few ethical issues at stake. First, due to budgeting constraints, many employees were classified as part-time status due to work hour limitation. Cutting back hours to hold employees back from gaining full-time benefits is not the right thing to do. Legally, there are no laws to prevent TechFite from cutting back hours to avoid paying benefits. Ethically, TechFite should do the right thing not to cut funds but to offer more full-time benefits. TechFite should view offering full-time benefits as a long-term investment to keep top talents from leaving and to attract new prospective
Fraud is best defined as “a knowing misrepresentation of the truth or the concealment of a material fact to induce another to act to his or her detriment” (What Is Fraud 2017). Fraud can be committed internally through occupational fraud, externally through bid-rigging and bribery, or against individuals through Ponzi and phishing schemes. Occupational fraud is further classified into three categories: corruption, asset misappropriation, and financial statement fraud. The potential fraud occurring at Wayland Manufacturing Company is asset misappropriation, which occurs when “an employee steals or misuses the employing organization’s resources” (The Fraud Tree-Asset Misappropriation 2016). Asset misappropriation impacts the company’s
Problem: What is the ' The company’s cultural change, which is still ongoing, may lead to a decrease in employees’ morale. As AirTran’s employees continue to embrace Southwest Airlines culture, the issues emerging from this organizational change remain a priority. Another internal challenge for Southwest Airlines is the conflicting management style and business operations with AirTran. On top of that, the external challenges such as the increase in competition and gas prices are some of the issues Southwest Airlines will have to overcome in the future.... ... middle of paper ... ...
After the Bhopal Disaster, Union Carbide made an ethical decision through their legal strategy to secure the best outcome for themselves and to keep their company from going bankrupt multiple times over. Union Carbide used the corruption of the Indian court system to their advantage to minimize the amount they would pay in damages to the victims. Their strategy wouldn’t be considered moral to the victims of this chemical explosion if the trial were kept in the American court system. What is ethical isn’t always considered moral to all the parties involved. With a company facing bankruptcy and losing everything they had, the only ethical decision was to use the court systems to their advantage. By doing so, they made the ethical decision strictly
What are the potential costs and benefits to Henley Manufacturing of announcing its sales and earnings goals at the shareholders meeting?
In this case of Abigail Reesor vs. Stonecrest Manufacturing Ltd., Stonecrest is a company with a very high turnover rate and is incapable of appropriately motivating their employees. Abigail's motivation to work was destroyed throughout her one year she worked at Stonecrest. In the beginning before starting her job Abigail's motivation can be related to Expectancy Theory, she believed that if she worked hard enough that she would receive her desired outcome. In this case she took the job hoping that her hard work will ensure that she will get compensated equally and this also relates to instrumentality as she believed her performance will lead to the outcome of making more money. This was the first incident that affected her motivation to work,
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
In order for our organization to address arising issues with our employees, these issues must be addressed ...
Many companies go through changes along the years whether its building up a workforce or downsizing, companies must have systems in place to deal with the many changes. In taking a look into British Airways (BA) and what occurred from the start of the strike to introduction of the new swipe cards system BA failed to provide answers to employees before implementing the new system. BA reasoning for the new system should have been discussed before implantation to get feedback from the employee and restrictions might occur with the new system. Leaving employees to questions some of BA manger antics such manipulating employee time or swap shifts without asking the employee. BA change caused a domino effect against the employees leading to this strike that would cost BA to lose over 100,000 customers due to negligent of employee/ employer communication.
The employees were having issues and company intermingling had proven to not change without an intervention unless the workers take things into their own hands. Acknowledgements to some valiant employees, where a union was discussed and the idea came to life (Featherstone, 2012).
Jeanine works at a day care “A Place of Our Own” for over 11years. It is a private school. It used to be a great place to work. They were given raises annually, bonuses and extra time off. The company even sent their entire staff on a cruise to Cajun, all expenses paid. The manager, Jill use to be a servant and transactional leader but now her position has changed to authoritarian. The employee’s moral was great, they thought they would work there until they retired. Within the past year six employees have quit. Jeanine is working in two positions and longer hours. She is tired, angry, and do not feel appreciated. She needs a raise now or she may quit.
In an effort to address the burred and rough spots found by Quality Control on several defective panels, upper management uncovered several poor managerial decisions and employee relations issues. In order to stay competitive within the automotive industry, the company must make some major decisions. A decision to support one of their line supervisors’ decisions of disciplining an employee could cause a potential strike. Although, a decision of not supporting their line supervisor could potentially avoid a strike and paint a positive image in the company.
Albert Thompson, general sales manager for Belton Industries, Inc., faced a problem or high turnover of sales personnel. He was led to believe that some¬thing was wrong with the selection process and that the selection procedure should be evaluated.
Faith Community Hospital presently faces a variety of issues that are caused by a couple of problems. The first problem is the mission statement that is established at Faith Community Hospital. It is instilled in every member who works at the facility. The staff has gone so far as to include it on the back of everyone's business cards so that anyone who receives a card reads it as well. It is a mission statement that when it was implemented was well intended and supposed to unify everyone at Faith Community Hospital but has caused problems instead. The second problem is the lack of concrete organizational policies or guidelines involving certain practices at the hospital. In some cases, both the misinterpretation of the mission statement and the lack of concrete organizational policies and/or guidelines are the reasons behind certain actions by personnel, which in turn jeopardizes the institution.