Cameron Collier Group A3 November 29, 2018         During the course of the semester I have been interning at a company called Fasthouse; they are a small apparel manufacturer located in the Los Angeles area who caters to the action sports market. The brand was started as a husband/ wife effort. The wife is the brand manager, while the husband acts as the brand’s creative director. Over the course of five years the company has managed to successfully enter an extremely competitive market and siphon off a significant majority of consumer base from action sports apparel giants such as Fox and Thor. This success encouraged me to seek an internship because I was curious of how they were able to achieve this since I have similar aspirations in my future; however, my time there has made me wonder how they ever achieved any success.         I was hired to intern in the apparel production side of the business assisting with tasks such as marker design, which is what I did for the past two months; however, my colleagues and I have recently been pulled into the distribution side of the business to assist with fulfilling orders for our major distribution partners. This has left my manager stretched extremely thin. He is now a one man show who must coordinate with fabric and trim suppliers as well as cutting and sewing contractors in order to produce the design department’s sample line. This work must also be balanced with coordinating the production of duplicated production runs (previous production runs; done to satisfy backordered product) and future production runs. This issue could have been avoided but my manager has constantly been micromanaged by his boss, the brand manager, in order to “save money.”         My manager tried to create a safety stock months ago by ordering our core styles from our vendors in advanced, but the brand manager stopped him since a large shipment of styles was to be delivered from overseas. The problem is that the shipment was expected in early September but wasn’t delivered until early November. This caused hundreds of thousands of dollars in backorders for our e-commerce site and for our distribution network as well. As a result, nearly 75% of our e-commerce sales were lost. Miraculously, only 10% of our distributors canceled their orders (mainly due to a heroic effort by my manager to somehow get product from local vendors in record time). So, the last three weeks has been an all hands-on-deck effort in order to fulfill all the backordered distributor and e-commerce orders. The next issue is the fact that the rate of inventory consumption is significantly higher than anticipated due to unexpected demand caused by the holiday season coupled with the backorder log previously mentioned; furthermore, the brand manager has not approved my manager’s request for the duplicated production run of our core styles which will take another six weeks to be produced. The brand manager feels that we have enough inventory but is fail.

1. Cameron Collier
Group A3
November 29, 2018
During the course of the semester I have been interning at
a company called Fasthouse; they are a small apparel
manufacturer located in the Los Angeles area who caters to the
action sports market. The brand was started as a husband/ wife
effort. The wife is the brand manager, while the husband acts as
the brand’s creative director. Over the course of five years the
company has managed to successfully enter an extremely
competitive market and siphon off a significant majority of
consumer base from action sports apparel giants such as Fox
and Thor. This success encouraged me to seek an internship
because I was curious of how they were able to achieve this
since I have similar aspirations in my future; however, my time
there has made me wonder how they ever achieved any success.
I was hired to intern in the apparel production side of the
business assisting with tasks such as marker design, which is
what I did for the past two months; however, my colleagues and
I have recently been pulled into the distribution side of the
business to assist with fulfilling orders for our major
distribution partners. This has left my manager stretched
extremely thin. He is now a one man show who must coordinate
with fabric and trim suppliers as well as cutting and sewing
contractors in order to produce the design department’s sample
line. This work must also be balanced with coordinating the
production of duplicated production runs (previous production
runs; done to satisfy backordered product) and future
production runs. This issue could have been avoided but my
manager has constantly been micromanaged by his boss, the
brand manager, in order to “save money.”
My manager tried to create a safety stock months ago by
ordering our core styles from our vendors in advanced, but the
brand manager stopped him since a large shipment of styles was

2. to be delivered from overseas. The problem is that the shipment
was expected in early September but wasn’t delivered until
early November. This caused hundreds of thousands of dollars
in backorders for our e-commerce site and for our distribution
network as well. As a result, nearly 75% of our e-commerce
sales were lost. Miraculously, only 10% of our distributors
canceled their orders (mainly due to a heroic effort by my
manager to somehow get product from local vendors in record
time). So, the last three weeks has been an all hands-on-deck
effort in order to fulfill all the backordered distributor and e-
commerce orders. The next issue is the fact that the rate of
inventory consumption is significantly higher than anticipated
due to unexpected demand caused by the holiday season coupled
with the backorder log previously mentioned; furthermore, the
brand manager has not approved my manager’s request for the
duplicated production run of our core styles which will take
another six weeks to be produced. The brand manager feels that
we have enough inventory but is failing to consider the
unexpected increase in demand and the lead time involved with
creating the product.
This act of mismanagement has caused a palpable amount
of tension throughout the management team. The distribution
manager is frustrated with the production manager since he does
not have the product required to fulfill orders. The design team
is frustrated with the production manager since he was unable to
focus on their needs due to being focused on fixing the
backorder mess. My manager is frustrated with the brand
manager for micro managing his decisions and the brand
manager seems to be overwhelmed with the financing duties of
the operation, which is my reasoning for her seemingly
backwards decisions.

3. Alejandra Carrillo
Mgmt 498C, A:3
November 20 ,2018
Short Case
I am currently interning for Safeway Inc a grocery store as a
Store Manager. During my internship I have encountered an on-
going issue with an employee that calls out of work every week
sometimes more than once a week. This employee was transfer
from another store to the store I am interning in now from one
day to another. Management had no control over the decision
made by the district manager. Along with the employee came a
history of the employee file. The file was thick, and it contained
tremendous amounts of disciplinary action reports for similar
issues. As a store manager I was assigned to call this employee
into the office to discuss the situation and create a work plan
that would help her to show up to work on time and work the
posted schedule. This conversation was tough since I was
assigned to speak to this individual to implement a plan. My
internship duties were to shadow the Store Director and helping
him with his daily routine. Once I was delegated this task to
speak to the employee to help create a plan to help control the
situation was a challenge. I called the employee to the office
having the Store Director’s Assistant as a witness. A witness is
required to speak to the employee that is protected under a
union. During our discussion I stated that we wanted to get to
the bottom of the reoccurring issue. The employee apologized
and said that they did not mean to cause an inconvenience to the
department or the store. Our plan consisted of scheduling this
employee different shifts, so they can catch the bus in a timely
manner.
After a couple days the behavior continued, and I brought it to
my bosses’ attention. My boss did not seem to care and brushed
it off as if nothing happened. This employee is protected by the

4. union, but as management we must document it our end in order
to hold the employee accountable. The Store Director did not
want to deal with this problem that was causing issues in one of
the departments. The department was short handed and could
not keep up with their work without the other employee. I spoke
to my boss and told him that it was not fair that this employee
was getting away with such behavior. My boss ignored me, so I
figure that it was up to me to deal with the problem.
Unfortunately, I was unable to issue a conference memo for
failure to work posted schedule because I am only an Intern.
Being delegated this task, I felt that like it was my
responsibility to take care of the issue, but without my bosses’
approval I felt stuck in the middle.
After my boss ignored my concern I then asked if we could add
hours to cover the missing shift. My boss said to leave it alone,
so I did and stopped insisting in trying to fix the issue. Later
that week I saw the sales report and noticed that we were not
doing so good and the store was trending negative. When a store
is trending negative it reflects on the projection conducted in
the beginning of the week. A projection is basically predicting
how much sales your store will generate for that week. I noticed
that the store manager had been over projecting the sales to get
more hours. It was not a holiday or a busy week to have such a
high projection. My boss was using hours to train people in
different positions. It is against company policy to play with
numbers to get more hours. Shadowing him is part of my duty
as an intern and I did not feel comfortable doing something that
was against the company policy. I then realized why the Store
Director was ignoring my concerns with the employee and why
he did not want to go through with the process with HR. At this
point I don’t know what to do. Should I whistle blow and tell
the district manager? Should I bring it to my bosses’ attention
that what he is doing is against company policy? Or should I
just pretend that I do not know what is going on since I am only
an Intern? The Store Director actions reflected in the store,
because everyone’s hours were not accurate, conditions in the

5. store were falling and employees were stressing out.
Lorraine Viera | Group A3
I am currently interning with a marketing company in Los
Angeles, the office is small and there a total of 16 people who
currently work there. My commute is about 40 minutes to an
hour, depending on traffic and I am one of the 3 interns that
work on Mondays & Tuesdays. We are given daily tasks of
posting events to the main website and then promoting them
onto their designated social media. Between me and the other
interns, we are given separate categories and we are assigned
the tasks via email at the start of the day. All the employees
have the same start time but the interns are scheduled to come
in 30 minutes before everyone else. We often wait for our
supervisor to get settled in and email us the tasks for the day.
Currently, the company doesn’t have a private parking lot, so
we park about a block away at a parking garage where we pay
$12 a day. We were promised to get those parking fees
reimbursed by the company throughout the duration of our
internship. The HR Representative, Leah, usually takes the
copies of the parking tickets and gives us our reimbursement at
the end of the day. About a couple weeks ago she sprained her
ankle and was out of the office for a couple days. Consequently,
our parking tickets piled up on her desk and were left for her
until she returned.
She has now returned from her leave but she is constantly out of
the office so she is always behind on returning the
reimbursements. I’ve emailed my supervisor Kim about the
situation and she said she would email Leah and remind her
about the reimbursements. Last Tuesday, Leah was out of the

6. office again so I didn’t receive my reimbursement for that day.
Not only did I not receive my reimbursement, but my supervisor
was also very busy and didn’t assign me any tasks for the day. I
emailed her asking what she needed me to do for the day and
she didn’t get back to me until hours later. The communication
at the office is primarily via email and everyone often has
headphones on so they aren’t very approachable. I not only
wasted my time but I also spent money on parking & gas when
there wasn’t anything for me to do that day. I don’t know how
to approach the situation, whether I should talk to Kim and
voice my concerns? Should I talk to Leah and ask about my
reimbursements? Or should I go directly to the General
Manager, Ben and explain the situation?
Table of Contents
Introduction1
Problem statement1
Literature review2
Women construction employees2
Challenges faced by women in the construction industry3
Research questions and objectives.4
Hypotheses5
Research Methodology6
Study design6
Data collection6
Primary data6
Secondary data6
Data analysis7
Results7
Descriptive statistics7
Wages7
Motivation8

7. Cross tabulation9
Inferential statistics11
Correlation analysis11
Regression analysis12
Discussion13
Conclusion, Limitations and Recommendations14
Conclusion14
Limitations14
Recommendations15
References16
Appendix17
2
Introduction
The female gender of the human population comprises half of
the world’s population. Two thirds of all the jobs in the world
are done by women. However, they earn only a third of the total
income and own barely a tenth of resources (Worthington,
2009). Gender based discrimination is a world-wide
phenomenon as argued by (Suyama, 2008).
The Indian labor market is faced with inherent gender
inequalities owing to the perceived nature of work (Baruah,
2010). These inequalities have extended to the construction
industry due to the mainstream notion that this industry is male
dominated (Ness, 2012). Women employees in the construction
industry are perceived to be untrained, unskilled and are
perceived to receive low wages (Enshassi, 2008).
Men in the Indian construction industry attract more
promotional opportunities than women do (Florence Yean Yng
Ling and Dr Carlo, 2014). Although many labor laws exist in
the Indian construction industry, none of these laws have
ensured that gender parity is achieved. Problem statement
Although India is the second fastest growing economy in the
world and has made advances in the construction industry, it
experiences labor gender inequality in this sector (Jain, 2009).

8. This industry has been playing a vital role in the economic
growth of the country but nonetheless no measures have been
put in play to ensure that women are treated equally with male
employees in the industry.
It is uncalled for, in the twenty first century to see
discriminations in the labor market as (TISDELL, 2014) argues
that females are equally trained and skilled as their male
counterparts to take on roles in the labor market. This study was
therefore conducted in order to identify challenges that women
face in the Indian construction industry. Literature review
Women construction employees
According to (Gayani Fernando, 2014) women in the
construction industry are replaced in the following three levels;
· Technical positions such as architects and engineers. About
1.2 % of women in India work as construction technical
officers.
· Administrative positions such as managers.
· Construction laborers.
Globally, less than 10% of construction workers constitute
women (Pillania, 2014). However, steady increase of women
who enter the construction industry has been observed over the
past decade. Demand has for construction workers has equally
gone high. Women therefore find it easier to find jobs in the
construction industry (Lingard, 2004). This state of affairs is
observed in the Indian construction industry.
In the twenty first century, equality is a norm that should be
observed in every sector of economy. The Indian construction
industry should bring more women on board with the rising
demand for construction workers (BISHWANATH GOLDAR,
2012) as more women are training for jobs in the construction
industry.
(Proctor, 2012) has shown that the numbers between male and
female in classrooms training for jobs in the construction
industry is beginning to equal out.
However, there is limited information on women employees’

9. welfare in the Indian construction industry.
Challenges faced by women in the construction industry
In India, various empirical studies have shown that women face
lots of challenges in the construction industry (Mathew, 2005).
According to the Occupational Safety and Health administration
research done in 1999, it was shown that 88 % women in the
Indian construction industry face sexual harassment.
Other than sexual harassment, there exist other challenges that
women face in the Indian construction industry as outlined by
(Lakhani, 2004). Discrimination on basic amenities such as
bathrooms is one such challenge.
Another challenge faced by women construction workers in the
Indian construction industry is inequality concerning
renumeration compared to their male counterparts (Choudhury,
2013). Females construction workers were found out to be paid
much less compared to male construction workers (Deininger,
2013).
Moreover, according to (Richard Neitzel, 2008) lesser women
compared to men have risen up the ranks to take on managerial
positions in the Indian construction industry. Men dominate top
positions while women occupy junior positions. Women are not
assessed by their skills, but by virtue of their gender (Acharya,
2013), thereby discriminated.
As found out by (Barnabas, 2011) it has also shown that women
employees in the Indian construction industry are not equally
motivated as men. Research has shown that extrinsic motivation
has an impact on employee performance. Females are poorly
treated to this type of motivation, thus lowering their work
output. Men tend to be motivated better in terms of
renumeration, job promotions and capacity building compared
men. Females are treated as the inferior gender whereas men as
the superior in this industry.
Previous research has identified that the Indian construction
industry is male dominant, and this could be attributed to the
following factors;

10. Mind set: The is a strong believe that the construction industry
is reserved for men.
Risk: Women are at greater risk of musculoskeletal disorder
which could result from strenuous jobs with the construction
industry.
Leave: Women sometimes have to be off for maternity leaves,
inconveniencing the construction industry which is in constant
need of intensive labor.
Strength: Women are thought to be physically and mentally
weaker compared to men. The construction industry requires
physical strength, leading to discrimination against women
Research questions and objectives.
The primary aim of this study is to identify the challenges that
women face in the Indian construction industry.
The following general objectives contributed to the study’s
main objective;
i. To identify the wage difference among women and men
working in the Indian construction industry.
ii. To determine the proportion of female workers in the Indian
construction industry.
iii. To determine the means of female workers empowerment in
the Indian construction industry.
iv. To evaluate the distribution of managerial positions among
male and female employees in the Indian Construction industry.
The following research questions were developed to achieve the
research objectives.
i. Do there exist wage differences among male and female
employees in the Indian construction industry?
ii. What is the proportion of female workers in the Indian
Construction industry?
iii. Are female employees equally empowered compared to their
male counterparts in the Indian construction company?
iv. What is the distribution of female and male employees in
managerial positions in the Indian construction
industry?Hypotheses

11. Based on the above review of literature, research objectives and
research questions the following hypotheses were formulated;
i. H0: Men construction workers are not paid better than women
construction workers in the Indian construction industry.
H1: Men construction workers are paid better than women
construction workers in the Indian construction industry.
ii. H0: Women are employed in equal proportions with men in
the Indian construction company.
H1: More men than women are employed in the Indian
construction company.
iii. H0: Women are equally empowered as men in the Indian
construction industry.
H2: Women are less empowered than men in the Indian
construction industry.
iv. H0: There is no discrimination on job promotions between
men and women in the Indian construction industry.
H1: There is discrimination on job promotions against women in
the Indian construction company.Research MethodologyStudy
design
A descriptive study was carried out as the challenges and
discrimination against women in the Indian construction
industry are determined with an aim of empowering women.
Descriptive studies involve describing the characteristics of a
particular phenomenon, event or situation. This study aims at
describing the distribution of certain variables concerning
women workers in the Indian construction industry.Data
collection
Primary data
Both qualitative and quantitative data was collected for
purposes of this study. Primary data was collected through
administration of questionnaires.
A sample of 30 women construction workers from Hindustan
construction company Limited was sampled to provide
responses to the questionnaires in order to find out their views
on wage equality and motivation of women construction

12. workers.
Secondary data
Secondary data on labor discrimination were obtained from the
following sources.
https://data.worldbank.org/topic/gender
data.un.org/DataMartInfo.aspx
https://markets.ft.com/data/equities/tearsheet/profile?s=HCC:N
SI
https://www.payscale.com/research/IN/...Hindustan_Constructio
n_Company..../Salary
https://www.hindustantimes.com/.../gender...data.../story-
yOtfsFNazeMZbOnjGL9a1I
www.constructionmanagermagazine.com/.../data-reveals-
yawning-gender-pay-gap/
https://www.wgea.gov.au/wgea.../construction-company-
tackles-gender-pay-gap
https://economictimes.indiatimes.com › Magazines › Panache
https://wageindicator.org/.../varkkey-b-korde-r-parikh-d-2017-
indian-labour-market-.
https://www.tandfonline.com/doi/abs/10.1080/09718524.2002.1
1910051
https://www.catalyst.org/knowledge/women-workforce-india
Data analysis

13. Both descriptive and inferential tools were used for analyzing
the data. Descriptive statistics, regression and correlation
analyses were performed in order to draw meaningful inferences
from the responses of the women construction workers.
The Statistical Package for Social Sciences (SPSS version 23)
was used for analysis of the data.
ResultsDescriptive statistics
Wages
Results obtained show that 12 of the 30 respondents
representing 40% interviewed were satisfied with the wages
they received while majority who represented 60% were
unsatisfied.
Majority of the respondents representing 46.7% strongly agreed
that they felt that men workers in the construction industry were
being paid better than them. 26.7% agreed that they felt they
were discriminated, 16.7% disagreed while 10% strongly
disagreed.
These results suggest that women workers in the construction
industry are poorly remunerated compared to their male
counterparts.
Motivation

14. 40 % of respondents strongly agreed that they felt women were
discriminated against when it comes to motivation issues such
as job promotions compared to men construction workers. 40%
agreed, 16.7% disagreed while 3.3% strongly disagreed. These
results therefore depict that women are discriminated
motivation-wise.
Cross tabulation
The comparison between position occupied by the interviewed
employees and their thoughts on whether or not they are
satisfied with their wages, their thoughts on wage
discrimination and motivation alienation are as shown in the
tables below;
Figure 1.1: Comparison between position held and wage
Post * Wage Crosstabulation
Count
Wage
Total
satisfied
unsatisfied
Post
Administrative
2
7
9
Laborer
5

15. 5
10
Technical
5
6
11
Total
12
18
30
Majority of the interviewed administrative, laborer and
technical women workers were unsatisfied with the wages they
received.
Figure 1.2: Comparison between position held and thoughts on
whether they felt they were discriminated wage-wise in terms of
gender
Post * wageopinion Crosstabulation
Count
wageopinion
Total
agree
disagree
stongly disagree
strongly agree
strongly disagree
Post
Administrative
2
1
0

16. 6
0
9
Laborer
5
2
0
2
1
10
Technical
1
2
1
6
1
11
Total
8
5
1
14
2
30
Majority of the surveyed women workers felt that they were
poorly remunerated compared to their male counterparts.
Figure 1.2: Comparison between position held and thoughts on
whether they felt they were discriminated motivation-wise in
terms of gender
Post * Motivation_opinion Crosstabulation

17. Count
Motivation_opinion
Total
agree
disagree
strongly agree
strongly disagree
Post
Administrative
2
2
3
2
9
Laborer
2
6
1
1
10
Technical
6
2
3
0
11
Total
10
10
7
3

18. 30
Majority of the women construction workers interviewed agreed
that they were poorly motivated compared to their male
counterparts.
Inferential statistics
Correlation analysis
Correlations
post
wage
wageopinion
motivation_opinion
post
Pearson Correlation
1
-.184
.094
-.343
Sig. (2-tailed)
.331
.622
.063
N

19. 30
30
30
30
wage
Pearson Correlation
-.184
1
.331
.153
Sig. (2-tailed)
.331
.074
.419
N
30
30
30
30
wageopinion
Pearson Correlation
.094
.331
1
-.017
Sig. (2-tailed)
.622
.074
.929
N

20. 30
30
30
30
motivation_opinion
Pearson Correlation
-.343
.153
-.017
1
Sig. (2-tailed)
.063
.419
.929
N
30
30
30
30
Position held by the one was found to be negatively correlated
motivation opinion and wage satisfaction. Position was
positively correlated with wage opinion.
Wage satisfaction was found to be positively correlated with
wage and motivation opinions.
Wage opinion was negatively correlated with motivation
opinion.
However, correlation analysis shows that the test is not
statistically significant for analyzing the data.

21. Regression analysis
Predicting wage opinion using position held by a woman
construction worker and wage satisfaction of the worker.
Linear regression was performed to assess the impact of
position and wage satisfaction on the opinion on whether
women construction workers were paid poorly compared to male
construction workers.
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
.686
1.172
.586
.563
post
.275
.313
.160
.878
.388

22. wage
1.028
.520
.360
1.977
.058
a. Dependent Variable: wageopinion
The regression model shall be given by;
This implies that an increase by 1 unit in position leads to wage
opinion increase by 0.275 units and an increase by 1 unit in
wage satisfaction results to an increase by 1.028 units of wage
opinion.
Also, linear regression was performed to assess the impact of
position and wage satisfaction on the opinion on whether
women construction workers were motivated poorly compared
to male construction workers.
Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta

23. 1
(Constant)
2.613
.823
3.176
.004
post
.392
.220
-.326
-1.783
.086
wage
.186
.365
.093
.508
.615
a. Dependent Variable: motivation_opinion
The regression model shall be given by;
This implies that an increase by 1 unit in wage satisfaction
leads to motivation opinion increase by 0.186 units and an
increase by 1 unit in wage satisfaction results to an increase by
0.392 units of wage opinion.Discussion
The findings depict that there is gender discrimination in the
Indian construction company. Women, in particular, are
discriminated against in terms of wages and motivation
compared to male construction workers.
Results also show that motivation and wage opinions are
explained by wage satisfaction and position held. Workers who
are satisfied by their wages and who hold decent positions will

24. disagree on the fact that women are discriminated against in the
Indian construction company. On the other hand, women
construction workers who are unsatisfied with their wages will
agree on the fact that there is gender discrimination in the
Indian construction industry.
Conclusion, Limitations and RecommendationsConclusion
Findings from the research have depicted inherent gender biases
in the Indian construction industry. This could be attributed to
several factors such as the perceived notion that the
construction industry should be reserved to men and the
perceived nature of work in the industry.
The wide gender gap in the Indian construction industry was
evidenced from the results obtained in this study. The current
working conditions in the Indian construction industry do not
favor women. They do not receive equal acknowledgement with
men construction workers, however hard they work. Women
were found to be discriminated against in the construction
industry. They were treated to poor services including low
wages and low motivation in the workplace compared to male
construction workers.
Though several laws have been enacted to ensure gender
equality in all sectors of the economy in India, unfortunately
reality does not always comply with the law. Gender equality in
the Indian construction industry is still far from being achieved
as the industry is still extremely male dominant with women
contributing to only less than 10% of the total workforce in the
industry.
However, it is inevitable that women representation in the
construction industry will increase. Though, the industry will
never be female dominant and will always remain strongly male
dominant due to the industry’s nature of work.
Limitations
Sampling of one company for responses might not be a
representative of all construction companies in India.

25. Only female construction workers were sampled. Therefore,
responses could be biased on the basis of their gender.
Recommendations
Based on the findings of the study, the following
recommendations are made;
The government should enact laws separately specific to private
and public companies in order to manage gender discrimination
in both sectors of the Indian construction industry.
Women ought to be trained, capacity built and trained more in
their specific positions in the construction industry in order to
be competent, and gain respect from men.
Men ought to acknowledge that women too can perform given
roles in the construction industry. Women are as capable as
men, and where they fall short, they can always make up in
other areas.
Female scholars ought to be educated on the different careers in
the construction industry in order to ensure that more women
join the construction industry. The perception that all
construction workers are builders will only be eliminated
through educating scholars on the diverse construction industry
careers.
References
Acharya, J. (2013). Women's Well-being and Gendered
Practices of Labor and Workspace in Traditional Craft
Productions in Orissa, India. Gender, Technology and
Development, 25.
Barnabas, A. D. (2011). Prospects of Women Construction
Workers in Tamil Nadu, South India. Indian Journal of Gender
Studies, 11.
Baruah, B. (2010). Gender and Globalization: Opportunities and

26. Constraints Faced by Women in the Construction Industry in
India. Labor Studies Journal, 24.
BISHWANATH GOLDAR, S. C. (2012). INFORMALIZATION
OF INDUSTRIAL LABOR IN INDIA: EFFECTS OF LABOR
MARKET RIGIDITIES AND IMPORT COMPETITION. 29.
Choudhury, T. (2013). Experiences of women as workers: a
study of construction workers in Bangladesh. Construction
Management and Economics, 9.
Deininger, K. J. (2013). Wage Discrimination in India's
Informal Labor Markets: Exploring the Impact of Caste and
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Appendix
post

28. Frequency
Percent
Valid Percent
Cumulative Percent
Valid
Administrative
9
30.0
30.0
30.0
Laborer
10
33.3
33.3
63.3
Technical
11
36.7
36.7
100.0
Total
30
100.0
100.0
wage
Frequency
Percent
Valid Percent
Cumulative Percent

29. Valid
satisfied
12
40.0
40.0
40.0
unsatisfied
18
60.0
60.0
100.0
Total
30
100.0
100.0
wageopinion
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
agree
8
26.7
26.7
26.7
disagree
5
16.7

30. 16.7
43.3
stongly disagree
1
3.3
3.3
46.7
strongly agree
14
46.7
46.7
93.3
strongly disagree
2
6.7
6.7
100.0
Total
30
100.0
100.0
motivation_opinion
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
agree

31. 10
33.3
33.3
33.3
disagree
10
33.3
33.3
66.7
strongly agree
7
23.3
23.3
90.0
strongly disagree
3
10.0
10.0
100.0
Total
30
100.0
100.0
2

32. Short Case Assessment Questions
Everyone must complete this assignment for all of the cases in
your section. If you wrote a case, you are still responsible for
the assignment but you should complete the table only for the
other cases in the session not your own. The assignment must be
submitted by 11:55 PM on Tuesday before your section meeting.
After reading all of the cases, download the Short Case
Assessment Form and answer the questions in the order given
below. When you respond to the question, give your answer to
one question for all of the cases before going on the next
question. In other words, answer question 1 for each of the
cases, then question 2 for all the cases, etc. That way, it's easy
to see how your answer varies by case. Make sure your name is
on the paper. Save the completed form as a Word file so you can
submit it on Moodle.
1) Rank order the cases according to what you think is their
importance for managers. You get to decide which cases you
would like to discuss in class, and should explain what your
criteria are for ranking them in the order you chose. In other
words, you should have a reason why you decided that #1 is
most interesting, #2 is next most interesting, etc.
2) Name the management concepts and models that you think
are applicable in the situation and that explain why the case
situation exists. Use your Mgt. 360 textbook as needed. Be as
specific as possible. Stay away from very broad, general
concepts like "leading," "organizing" and "controlling." Rather,
for example, talk about very specific concepts like feed-forward
controls, feedback controls, etc., and explain how they apply to
the situation. If the case doesn't seem to lend itself very well to
answering this question, do your best.
3) For your 2 top-ranked cases, develop a solution or
explanation that addresses the situation. In other words, you
should attempt to address the underlying CAUSE of the
problem, not just the apparent SYMPTOM. Use the lens of the
management concept you identified above to develop your
explanation or solution. Your solution should address the

33. structures or context that created the situation or caused it to
continue, rather than solving the problem directly by acting on
the person or thing at the center of the case. For example, if
employees are complaining about their jobs and causing
problems with co-workers, direct action would be to discipline
the employees or to fire them. Indirect action would be to
change the reward system or redesign the job or re-organize the
work flow or the work unit itself, etc. The best solutions will
make the problems "disappear" by changing their context or
environment such that solution eliminates the conditions that
create such problems or allow them to continue.
Short Case Assessment QuestionsYour Name:
Case Name:
Question 1
Ranking:
Reason:
Question 2:
Management Concept:
Reason:
Case Name:

34. Question 1
Ranking:
Reason:
Question 2:
Management Concept:
Reason:
Case Name:
Question 1
Ranking:
Reason:

35. Question 2:
Management Concept:
Reason:
Case Name:
Question 1
Ranking:
Reason:
Question 2:
Management Concept:
Reason:
Question 3:
Solution
to #1 Ranked Case

36. Question 3: