Please assist with creating 10- 15 interview questions that will be directed to managers for the below research. An Examination of the Impact of Staff Absenteeism on Operational Efficiency at the Tropically Yours Resort 1 What are the types of absenteeism currently experienced at Tropically Yours Resort? 2 What are the primary reasons for staff absenteeism at Tropically Yours Resort, and how do they differ across different departments? 3 How does the working environment/conditions at Tropically Yours Resort affect absenteeism? 4 What strategies are currently employed at Tropically Yours Resort to manage absenteeism?

Please assist with creating 10- 15 interview questions that will be directed to managers for the below research. An Examination of the Impact of Staff Absenteeism on Operational Efficiency at the Tropically Yours Resort 1 What are the types of absenteeism currently experienced at Tropically Yours Resort? 2 What are the primary reasons for staff absenteeism at Tropically Yours Resort, and how do they differ across different departments? 3 How does the working environment/conditions at Tropically Yours Resort affect absenteeism? 4 What strategies are currently employed at Tropically Yours Resort to manage absenteeism?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 3ED

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When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Laura is the associate director of a nonprofit agency that provides assistance to children andfamilies. She is the head of a department that focuses on evaluating the skill-building programsthe agency provides to families. She reports directly to the agency leadership. As a whole, theagency has been cautious in hiring this year because of increased competition for funding.However, they have also suffered high staff turnover. Two directors, three key research staff, andone staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises twomanagers who in turn are responsible for five staff members each, Kelly and Linda. Both managershave been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support toanother department that delivers behavioral health services to youth. Kelly supports her staff andis very organized; however, she often takes a…
Laura is the associate director of a nonprofit agency that provides assistance to children andfamilies. She is the head of a department that focuses on evaluating the skill-building programsthe agency provides to families. She reports directly to the agency leadership. As a whole, theagency has been cautious in hiring this year because of increased competition for funding.However, they have also suffered high staff turnover. Two directors, three key research staff, andone staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises twomanagers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support toanother department that delivers behavioral health services to youth. Kelly supports her staff andis very organized; however, she often takes a…
1. What type of data source would the company’s own historical data be? Identify other possible data sources that the research team might use to examine the current marketplace for residential broadband services in a city such as Ashland. 2. What type of data collection techniques might the team employ? 3. In their suggestions and directions, the AMS managers have named a number of possible variables to study but offered no operational definitions for those variables. What types of possible misunderstandings could arise if the team and managers do not first properly define each variable cited?
pleaseprovide the solution of theis question... How can staff managers ensure that their recommendations are aligned with the organization's goals and objectives?
Data Collection and Perception of a Situation 1) Data and analysis are important to use in many steps of the program design and evaluation process In this discussion, you’ll review the steps in the process and discuss what kind(s) of data might be used for that step Identify the differences between qualitative and quantitative data collection processes Identify one of the steps in the program design and evaluation process Which data collection process will work best to collect information in that step? Why? 2) View the video “New Employee” by clicking the following link and then clicking the triangular play button in that window: New Employee Use the concepts in Units 3 and 4 to explain the relationship between self-concept and perception in this interpersonal communication situation by addressing the following: New Employee video can be view at http://wwwcengagecom/custom/static_content/OLC/111151786X/wood_ch01html Describe your perception of the situation What do…
CASE QUESTIONS Is job enrichment an appropriate solution to this situation? Explain your Identify how you would redesign Brenda's job to enrich it. Write both a job description and a mission statement for Brenda's new Identify how you would implement or go about completing this process. Think about how you would deal with the following: Brenda, Brenda's co-workers, other departmental staff, Branch Operations personnel and the Personnel Department (for job evaluation). Create an implementation
1)We are undergoing a major refurbishment of our kitchen and we have new equipment being installed and other equipment being altered. What are the time requirements for hazard identification when changes are made to the workplace? There are three. 2)What records allow you to determine who has done what WHS training in kitchen safety? 3)You want to continually monitor your kitchen WHS processes and make recommendations for changes if required. Which reports will help you achieve this? List four. Questions from Implement & Monitor work health & safety practices1)We are undergoing a major refurbishment of our kitchen and we have new equipment being installed and other equipment being altered. What are the time requirements for hazard identification when changes are made to the workplace? There are three. 2)What records allow you to determine who has done what WHS training in kitchen safety? 3)You want to continually monitor your kitchen WHS processes and make recommendations…
At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…