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What should you do about an insubordinate employee

23/10/2021 Client: muhammad11 Deadline: 2 Day

Assignment

Textbook – McGraw-Hill’s Connect 9Edition

1A. What Should You Do about an Insubordinate Employee ' (pages 74-75)

1. Meet with Jim to review his behavior. Tell him that any more acts of insubordination will result in termination. Don’t make a big deal about these events and don’t include documentation in his personnel file.

To some extend yes but meeting with Jim will be important to explain to him about his intolerable and wrong behavior. This is a matter that should be taken serious because of its relation to personnel decisions and expenses. Jim is not acting in the best interest of the company for failing to take the matter serious. He is likely to continue ignoring top leadership directives if action is not taken. All issues or reports related to employees must be documented and included in their files. Documentation helps protect the family against possible lawsuits filed by an employee. The company can also sue employees who work ultra vires or against the company policies.

2. Put Jim on the list of people to be laid off. Although the company will have to pay him a severance check, it reduces the chance of any lawsuit.

Jim can be laid off on grounds of non-performance. However, Jim’s behavior is classified as insubordination. The company must poof that they are laying Jim off based on performance. This must be backed by documentation from his file. In fact, it would increase the chances of a lawsuit. Refusing to perform an action that is legal and ethical attracts legal action. Policies must be put in place to lay round for insubordination as an offence.

3. Call your human resource representative and discuss the legality of firing Jim. Jim was insubordinate in hiring a consultant and irresponsible for not submitting his list of potential employees to be laid off. If human resources agree, I would fire Jim.

Yes, Jim’s actions were insubordinate and s liable to punishment. Jim should be reprimanded for his behavior as a form of punishment but he should not be fired. I would call the HR department to seek clarification on Jim’s conduct as amounting to insubordination. The HR department shall review his personal file with my help to dig into his past behavior and evaluations. Depending on the outcome, too many negative reports is evidence of insubordination and gross misconduct. A positive history of good conduct qualifies for a second chance such that if it happens again he can be reprimanded. A pattern of being insubordinate warrants firing as it is against the company policy and unlawful.

4. Reprimand Jim by putting him on a Performance Improvement Plan (PIP). This plan outlines specific changes Jim needs to make going forward, and it gives him a chance to make up for his poor decisions.

I would recommend putting Jim on a performance improvement plan. It would give him a chance to amend his behavior and this realize his weakness. Performance Improvement Plans help employees to better themselves. Termination does not help employees realize their mistakes thus making it hard to improve. Besides it is advisable to train your employees tan fire them as it saves on the company resources.

5. Invent other options.

Besides termination and including a performance improvement plan, Jim can be called for a meeting with the HR department to give him an opportunity to explain his behavior. The meeting can be used to establish grounds for his actions and make sense out of it. The meeting will enable you to also explain to Jim the importance of communication in decision making and its relevance to the company policies. After the meeting, the discussion must be documented in his personal file as a basis for a decision to reprimand Jim or not.

1BShould You Apply to Have Your Student Loans Forgiven ' (pages 114-115)

1. Apply for loan forgiveness and hope that the broad language of the law will make an exception for your state college education and loan. Besides, what’s wrong with asking?

NO. because it is not a good reason enough to hope for a law to work in one’s favor. The application of law follows facts, evidence and precedence not pity or exceptions for unwarranted reasons. For a statute with a fraudulent claim clause, exceptions can be made but it is worthless applying for a meaningless claim. A claim cannot be made for over false information.

1. Apply for loan forgiveness. After all, you aren’t benefitting from your education; someone should have told you that you needed a graduate degree in psychology to get a good job; and there is no clear definition of fraud.

Yes. Because as a college student, one must obtain a certificate and required experience to attain a job. Fraud may not have a clear definition but in this case, nothing explains it better. It is up to the school to provide the required materials for students to excel in their courses. False information warrants one to file for loan forgiveness if they cannot use the information to land a job. False advertising involves being told that earning a degree would get one a job. However, it must involve factual evidence.

1. Don’t apply. You were never promised a job, and you made the decision to major in psychology. You could have chosen a field with more job opportunities.

No. people choose to major in a particular field for different reasons for instance passion. Excellence in the field requires personal commitment to the requirements of the field and the career in general. On the other hand, a person has a right to be informed of any valuable information. For instance, schools have career counseling department that helps students find the right career or advance their careers. The law guards against false advertisement, false advice or false career counseling.

1. Invent other options. Discuss

I find no other options for this case since the law is conclusive about the protections and the responsibilities of the student and the institution.

2A. Fender Rebrands To Stay in Tune with the Times ' (page 184-185)

Answer Solving the Challenge 1-4. Choose the best answer and provide support of why you think that is the best choice. (page185)

1. What is the underlying problem in this case from Fender CEO Andy Mooney’s perspective?

The underlying problem is that most first users are quitting using the guitar from Fender because they are expensive. According to Andy Mooney, a high quit rate was mostly reported among first year guitar players or beginners in general. Fender produces guitars and is regarded as the first company in this line of production. The guitars are generally expensive and new comers who are not planning on spending as much avoid using the guitars. Therefore, Mooney sought out to find how people would stick to the instrument or guitar. In most cases, people start with a cheaper guitar then upgrade to expensive ones in their prime of their career.

1. What are some of the causes of this problem?

The causes of the problems include the high prices and time constraints. The fact that guitars are expensive puts off customers especially new comers. New comers fear spending much on instruments they may not use in the future. Fender wants to turn to cheaper guitars to attract more sales. Secondly, Fender experiences the problem of learning styles. The sit-down lessons are quite expensive and most people cannot afford. People find it hard to sit down and learn playing the instrument. Therefore, Fender has decided to create an app that will help people learn to play the guitar at their pleasure. The app will reduce the costs incurred in one-on-one classes.

1. Do you believe Fender’s strategy and plans will turn around the company? Explain.

Yes. Because the company has identified that the main problem is prices of their guitars and cost of classes (figure 5.1). Furthermore, Fender has taken some measures to overcome these problems. For instance, they are opting for cheaper guitars for comers to encourage them to stick to the program. This will enhance the market reach of the 45% of newcomers that buy the guitars. Also, Fender is creating new learning methods whereby apps can be developed for people to learn on their own and at their desired pace. The app will influence people to buy the guitar and increase the urge to learn while contributing money to the company.

Application of Chapter Content Questions

1.Using the steps in Figure 5.1, describe how Fender is transforming into a digital company

First, Fender analyzed their business operation and response from its customers. In response, they created an app to allow the players to learn on their own. The app allowed guitarist to save on time and money. They saved on the time to attend the 1hour class and pay for the same classes that were expensive. Following the present digitalization of most functions, the young generation are in love with technology. Sales and marketing have adopted a social media approach that may pay off if done right. People prefer holding a guitar before buying it and Fender is trying out ways that will increase their sales. The following figure is a summary of the process.

Business Assessment

Strategic planning

Implementation

Maintain control

2. Define one specific strategic, tactical, and operational plan that Fender can utilize for its transformation.

The strategic plan is to make sure newcomers continue playing the guitar. They therefore, developed an app that will reduce the cost of time and increase the ability to learn. The tactical plan involves the attraction of new customers. Fender realized 10% increases in customers. The operation plan is to maintain and increase the interest in playing the guitar. This will be backed by innovations such as the App and reducing the price of guitars to an affordable price.

2B.'General Electric’s Evolving Strategy' (pages 217-218)

Answer Solving the Challenge 1-4. Choose the best answer and provide support of why you think that is the best choice . (page 218)

1. Explain how GE is creating a “fit” among its activities at its factory in India.

GT uses its 3D printers to establish a fit between operations within the factory. The 3D printer makes or manufactures multi-division products. GE can move parts from one area or division to another. GE can adjust to fluctuating demand in different sectors. Some sectors may have higher demand than the other and GE balances this demand while remaining cost effective. Through the 3D printers GE can develop and test new products with time.

2. Using the steps in Figure 6.1, describe how GE should be transforming the way it does business.

The GE parapluie business units must be reviewed by the new CEO at GE. Reviewing the business units will involve the determination of the possible continuation of the activities. The success of the analysis will require a strategy that will make the business units more successful. The CEO must focus on answering questions that will increase the competitiveness of the company. On the other hand, if the business units are unable to continue operating, the machine can stope operation or be sold to recover its cost. The new business plan shall be supported by set goals and objectives at GE.

3. Is CEO Flannery employing a growth, innovation or stability strategy? Is this different than Immelt’s strategy? Explain.

CEO Flannery is employing the stability policy to enhance business operation. Previously, the strategy at Immelt’s was focused on production. Immelt is now involved in mergers and acquisitions to enhance the business growth of GE. The main focus is on the low growth businesses which are being sold out.

On the other hand, CEO Flannery decided to do away with big acquisitions. Flannery seems to be against the complexity policy. In his speeches, he is often quoted referring to how complexity hurts business. Therefore, Flannery wants to focus on a small number of companies that do not have many complexities. The strategy will enable CEO Flannery to sell companies that are a great benefit to GE. However, the companies will not bring ore returns for the company if they are not risking bigger investments.

5. Which of Michael Porter’s four competitive strategies is GE trying to follow? Explain.

GE employs a cost-leadership strategy that will ensure costs remain as low as possible compared to those of the competitors. Furthermore, GE focusses on providing affordable goods to a large market across the world. The company is involved in innovations including radios and light bulbs. The company has introduced the 3D new printer in India that will help in the production of different items at a low cost. Except for the Jet Engine business, which uses a different strategy, GE’s strategy employs a low-cost leadership strategy to maintain a competitive advantage.

3A. Difficulties Attracting and Retaining Human Capital in the Nursing Profession ' (pages 371-371)

Answer “Problem-Solving” questions: 1-3 (page 372)

1. What is the underlying problem in this case from the perspective of a hospital administrator?

The underlying problem in this case is that there is always a shortage in the number of registered nurses within the hospitals even after a good pay day. The turnover rate is high and the number of applications remain low.

2. What role do you believe hospital administrators have played in contributing to nursing shortages and high nurse turnover?

The failure by hospital administrators to pay enough salary to nurses based on the work input makes it hard for nurses to work in the hospital.

There’s a tender gap pay where the male counterparts are paid more than the female workers in the hospital thus a demotivating factor.

The hospital has failed to deal with the issue of verbal and physical abuse of female employees making it hard for female employees to work in such a hostile environment.

Most hospitals do not provide safe enough environment to work in. there are no safety equipment to protect the nurses from possible injuries.

3. What can hospitals do to increase nurse supply and retention rates?

The hospitals should ensure wage balance between male and female workers depending on the underlying working conditions.

The hospitals should revise their remuneration strategy by allowing a higher or good pay for nurses.

The hospitals should outline and enforce policies against employee harassment, bullying and verbal or physical abuse.

The hospitals should install protective equipment for all workers against any injuries.

The hospitals should design applicable orientation programs to help nurses understand the job requirements and work in one with these programs for better performance.

3B. ' Does the Financial Services Industry Lack Diversity ' (pages 452-454)

Answer “Problem-Solving” questions: 1-3 (page 454)

1. What is the underlying problem in this case from the FSI’s perspective?

The underlying problem in this case is that the industry lacks diversity whereby the proportion of male and female ethnic minorities has not witnessed a big change over the past decade. There is no upward mobility among the African American employees.

The scarcity of women and minorities in the financial service industry has been enhanced by the continuous growth of the social condition. Besides, most women are not enthusiastic about careers in FSI. They often perceive unfair treatment in terms of pay and possible promotions or status within the organizations. The management in FSI often discriminate women through the lack of training, assessment, and selection criteria. The racial factor is a strong factor influencing such forms of discrimination for instance the Me-too movement was facilitated by existing forms of discrimination.

2. What role do you believe financial service industry leaders have had in allowing the lack of progress toward increasing diversity and inclusion?

Financial service industry leaders have the responsibility to ensure there is progress in the increase in diversity and inclusion in the financial sector. However, FSI has failed to institute dispute resolution mechanisms within the industry. They should enhance the working conditions for all workers regardless of their gender or race. FSI should conduct training programs that foster organizational tolerance towards other cultures, races and gender. The FSI must set policies that address such problems with a serious approach to make sure they do not occur in the future. FSI must aim at inclusion and diversity in their business goals and organizations.

3. What, if anything, do you believe the government should do to encourage more understanding of, and progress toward solving, the industry’s diversity problems?

In my opinion, the government should enact laws that criminalize workers discrimination. These laws shall be implemented in institutions through policy formulation.

The government should provide educate and train staff on creating a friendly working environment for all employees.

The government should introduce internship programs aimed at advocating for an inclusive working environment.

The government should provide more employment opportunities for women and minority groups for instance through legislation and government institutions.

The government should support and reward those industries that are involved in ensuring diversity and inclusion among employees.

4A.VA Turnaround: A Waiting Game ' (pages 576-578)

Answer “Application” questions: 1-4 (page 578)

1. " From the perspective of trait theories, how would you evaluate the VA leaders discussed in the case? Which traits did each of the leaders possess? Which traits were they lacking?"

A lack of competence was shown in Eric’s failure to meet VA’s goals. Eric had poor communication skills whereby he was hardly reachable and responsive. Eric failed to meet VA’s mission. There was a backlog of thousands of veterans waiting for physician appointment. Records were falsified to show that there was care for veterans at VA. This can be justified by the quick turnaround of the organization after Bob joined VA. In the end, Eric admitted to his failures and resigned to pave in for a competent and responsible person.

Secondly, Bob had personal relationship skills evidenced in the way he responded to people. Bob was also confident in his role from the way he swore to turn around things in the organization. He was generally approachable and responsive to change of the organization. However, Bob was unable to realize VA’s goal and often failed to met the objectives of the organization. VA failed to improve in wait time. Unlike the flexibility shown by Eric, Bob was not ready to accept mistakes. Bob failed to realize the main problem at VA by insisting on veteran satisfaction instead of focusing on the real problem, which was the issue of wait times. Furthermore, Bob was not trustworthy. He preferred a doctor who was unqualified having been accused of mismanagement of a similar company that had the same problem.

1. What skills would you suggest as most important for the next VA secretary to possess? Do you think any of the previous VA leaders displayed these skills?"

VA needs secretaries that are competent, approachable, good communication, flexible, ethical, action oriented and focused on achieving the goals of the organization. Bob and Eric did not meet most of these traits hence the failure to deal with the problem of wait times. The complexity of the task requires a competent and approachable leader who is ready to take advice from junior management. Given the large-scale operation at VA, the new secretary will need to work with a team to enhance the implementation and performance of the company strategy and mission.

1. "Evaluate both McDonald and Shulkin according to their task-oriented and relationship-oriented leader-ship behaviors. In which areas do you think each succeeded? In which areas do you think each failed?"

Shulkin and McDonald’s are successful in their task and relationship orientation behavior. Both have successfully managed to handle matters that relate to employee responsiveness and facility arrangement. Members can easily access any service and facility within VA. However, under task orientation, little can be said because of the large-scale nature of the system. When they started working on the system, it was barely functional hence the need to restructure the system before many processes fall in place.

Since they joined the organization, there has been an improvement in the response to the needs of the organization. Concerns raised by the members were handled diligently. However, there was little success in enhancing the efficiency of the operations. This has been facilitated by the lack of enough staff and mismanagement of the available funds required to enhance Healthcare practice and care.

4B.Is Tesla Out of Control ' (pages 678-680)

Answer “Application” questions: 1-6 (page 680)

1.Is musk implementing feedforward, concurrent or feedback control to solve production issues? Explain.

Elon Musk is implementing the concurrent or feedback control model to solve production issues. The model is fast tracked while the work is still in progress. It requires the direct supervision of management. It is by no surprise that Musk is the one controlling the production process. Musk supervises all the activities including finances. The feedback control model works by testing a process and receiving results that are then analyzed. The analysis of the results helps to enhance the implementation process and predict possible results within the organization.

2. Which areas of organizational control are part of tesla’s plan to remedy issues with the Model 3? Provide examples.

Tesla is focused on the areas of if production, finance and physical organization control. Also, the company is focused on the control of the market, adopting innovation, leadership and performance among many other aspects. The first three areas ae the major organizational points of focus. Musk targets the production of 5000 cars in a week (p. 195). To better manage the finances, Musk has taken full control of the financial process to make sure every penny is spent in the right manner or on production. Despite consistent losses, Musk is aiming at making Tesla profitable.

1. Create a balanced scorecard to give Musk a view of Tesla. Utilize all four perspectives.

Tesla ‘s balanced scorecard will involve four main areas, of innovation, finance, customers and internal management. The internal processes of Tesla face disturbance from the sudden increase in production. The high needs for production require highly skilled labor, finances and harsh working conditions. The employees must be well compensated with the motivation to work. The use of robots requires huge investments in technology. Tesla must ensure customers receive the goods in time. The company should only commit to a supply that it can meet and focus on overall improvement of service delivery. To make sure the company is getting high returns on investment, the shareholder’s investment must be utilized to fund the right projects and investments. Innovation is the pillar for success at Tesla. It extends into the supply chain to ensure lean supply.

4. What type of an audit is Musk utilizing? Explain Is Tesla Out of Control?

As per the case, Tesla utilizes financial audit to track the investment of shareholder money. It enhances correct investment to achieve the profitability goals of the organization. Musk tasked the finance office to check through every expense (p.198). Any capital or expenditure able 1 million dolled in a year was to be put on hold until approved by Musk.

5. is Musk implementing the two core principles of total quality management? Why or why not?

Musk is implementing the total quality management principle of customer focus and continuous improvement. Tesla is bend on ensuring efficiency, high performance and overall quality of its products. There is close monitoring of the production process to enhance accuracy and reduce errors. According to Musk, direct oversight allowed him to realize critical production areas during the model 3 production line in April 2018 (p. 197). However, the shutdown of model three has been criticized on the basis that periodic shutdowns are uncommon at the prelaunch pilot build stage.

6. which barriers to control success are exhibited by Tesla? Provide examples

Tesla exhibits two main barriers to control success, one is economies of scale and two is the investment in high technology market. Tesla is constantly increasing its manufacturing capacity. However, the company continues to face challenges related to skilled labor and the high costs of operation and automation. Continuous innovation will help Tesla keep up with the competition. The company should introduce new models and increase production capacity however this is taking more time than is required. Expected output cannot be measured accurately because most of the models are using completely new features in the market. The design process is bound to experience may flaws that require redesign and verification before the production stage. To overcome some of these challenges such as skilled manpower, Tesla is using robots and increased manufacturing to 24/7 but still the results are not appealing (p.196). Running 24/7 has diminishing returns because of additional shifts that put more pressure on the finances. Musk responded by planning audits to save expenses where possible. All expenses accumulating to one million were put on hold until approved by Musk. The expected output remains low however, there is an improvement in the cost reduction and production speed. Tesla needs time to meet the needs of the customer and the shareholders.

Given the aggressiveness of Elon Musk, He might just manage to get Tesla under control but the chances of success are minimal.

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