Case Study Location Location Location DB was preparing .pdf
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Case Study: Location, Location, Location D.B. was preparing to schedule Lindsays annual performance review. Lindsay had been working for TaxRight for 5 years as a junior accountant and D.B. had taken over as their supervisor this past year. When reviewing the past years records, D.B. noticed that there had been a decline in Lindsays performance. Customers were complaining as requests were not being responded to in a timely manner, and Lindsays monthly reports contained numerous errors. For the past 10 months, Lindsay had been working from home. TaxRight had decided that employees could perform their work remotely and therefore offered this option to its workforce 12 months ago. Over 80% of staff had opted for this type of working arrangement and, thus far, D.B. had not heard from other supervisors that there were performance concerns about their employees. However, while Lindsay attended all scheduled online meetings, D. B. found it difficult to connect with Lindsay as emails werent promptly returned and phone calls were not answered right away. Calls always went to voicemail. D.B. wondered if Lindsays recent poor performance had something to do with their supervisory style. Or could it be that Lindsay just wasnt suited to working from home? D.B. also wondered if the annual performance review could be conducted online (this is how their biweekly meetings were done), or if Lindsay should be asked to come into the office for this conversation? The performance review was scheduled for next week, so D.B. knew that decisions had to be made quickly. Questions: 1.What could some of the reasons be for Lindsays poor performance over the past 10 months? 2. Should Lindsay be permitted to continue to work from home? Why or why not? 3. If Lindsay is to continue working from home, how should D.B. alter the performance management strategy and plans to ensure better outcomes? 4. Should D.B. ask Lindsay to come into the office for the upcoming performance review? What are key considerations in this decision?.
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nuestros invitados, respondi Cindy Bridgetown, vicepresidenta de Imagineering y jefa de Luke.
Cindy, no podemos controlar la conversacin si Mickey habla con los invitados. Los nios y los
padres se vern heridos en sus sentimientos de una forma u otra. Y es demasiado exigente para
nuestros empleados.
PREGUNTAS:
1.Usando como referencia Qu hacen los Gerentes de Operaciones? En el recuadro del captulo,
explique por qu estas actividades clave (diseo de procesos, diseo de trabajos, gestin de calidad y
diseo de encuentros de servicio) se relacionan con la situacin del caso.
2. Proporcione un buen y un mal ejemplo de un "momento de la verdad" si Mickey Mouse habla
con .
Caso 1 JK desarroll un dolor agudo en el costado que iba y.pdf
Caso 1
JK desarroll un dolor agudo en el costado que iba y vena en oleadas. Se volvi tan intenso que ella
estaba paseando por el suelo y gimiendo. Su esposo la llev al departamento de emergencias,
donde sus pruebas de laboratorio mostraron una pequea cantidad de hematuria y un ligero
aumento de glbulos blancos en su sangre. Su calificacin de dolor era un 9 en una escala del 1 al
10 (siendo 10 el ms alto). A JK se le administr morfina intravenosa y expuls varios clculos
pequeos en la orina durante las siguientes horas..
CASO Por qu una nueva empresa de BPO sirve cerveza gratis.pdf
CASO: Por qu una nueva empresa de BPO sirve cerveza gratis?
Una empresa australiana que dise el software que hizo funcionar el rover Curiosity en Marte abri
recientemente una oficina en Fort Bonifacio, donde se desborda cerveza gratis todos los viernes y
los empleados pueden usar pantalones cortos y trabajar en cualquier parte de la oficina.
Tratamos de hacer tantas cosas como podamos para crear una comunidad y tiempos de conexin,
y eso se ve en todas nuestras oficinas. Proponemos formas de crear puntos de conexin social.
Queremos que la oficina sea una extensin de la conexin que tienen las personas y parte de eso
es crear eventos como estos, dice Jeff Diana, director de personal de Atlassian, un proveedor lder
de software de colaboracin fundado en Sdney.
oficina elegante
Atlassian abri una nueva oficina en el segundo piso del Edificio 3 en la elegante Bonifacio High
Street en Fort Bonifacio CBD. La nueva oficina ampliar las operaciones de Atlassian en Filipinas,
ya que pretende duplicar pronto sus 40 empleados o defensores que participan en servicios
compartidos en las divisiones de recursos humanos, finanzas, soporte de sistemas y servicio al
cliente.
Atlassian, que deriv su nombre de la palabra Atlas con el objetivo de cambiar el mundo a travs del
poder del software, inaugur su oficina de Fort Bonifacio el 15 de enero de 2015 y ya proyectaba
una cultura de trabajo nueva, vibrante y dinmica en Fort Bonifacio.
Puedes venir con ropa informal. Este espacio realmente permite eso. Es una oportunidad para
encontrar un espacio que encaje con nuestra cultura y nuestros valores, dice Sandi Kochhar, jefe
de operaciones de personas y servicios compartidos de Atlassian, refirindose a la nueva oficina
de Fort Bonifacio.
Estamos creciendo muy rpidamente y esta es una gran oportunidad para nosotros de encontrar
una excelente ubicacin que est creciendo con nosotros. Pensamos que estamos optimizados aqu
en el Fuerte, dice ella.
No tradicional
Lo otro es que estamos buscando un espacio no tradicional, porque no somos una empresa
tradicional. Entonces, lo que encuentras en Makati y Ortigas son edificios de oficinas ms
tradicionales. Para nosotros tener este espacio es muy parecido a las oficinas de Atlassian. Es un
entorno nico el que tenemos aqu. Tenemos suerte de haberlo encontrado en el Fuerte, dice
Kochhar.
Atlassian, que estableci su presencia con un empleado en Filipinas en octubre de 2013, se
transfiri desde una pequea oficina en la ciudad de Makati. Consideramos la infraestructura, cmo la
gente llegar a trabajar fcilmente. Encontramos un espacio perfecto que es este que se ajusta a
nuestros requisitos, dice Bennieson Co, jefe de la divisin de servicios compartidos de Atlassian en
Filipinas.
Fundada en 2002 por Mike Cannon-Brookes y Scott Farquhar con un espritu de "no tonteras",
Atlassian, una empresa privada, fue nombrada el mejor lugar para trabajar de Australia el ao
pasado. Sus 40.000 clientes van desde pequeas empresas hasta organizaciones cientf.
Caso del mundo real 41 El especialista en mejora de la do.pdf
Caso del mundo real 4.1
El especialista en mejora de la documentacin clnica (CDI) del hospital le informa a usted, el
administrador de HIM del hospital Anywhere, que el hospital ha estado recibiendo multas por
reembolso. La documentacin del mdico no identifica adecuadamente las condiciones especficas
que CMS ha identificado como condiciones adquiridas en el hospital (HAC). En la mayora de los
casos, estas condiciones estn presentes en los pacientes antes de ser admitidos. Sin embargo,
los mdicos estn documentando estas condiciones ms adelante en las estadas de los pacientes,
haciendo parecer que los pacientes han adquirido estas condiciones del hospital. El hospital est
siendo penalizado financieramente porque estas condiciones se consideran prevenibles si el
hospital sigue las normas y directrices nacionales de tratamiento.
Cualquier hospital tiene un EHR slido. Muchas iniciativas de mejora de la documentacin han sido
aprovechadas por las capacidades tecnolgicas del EHR. Como gerente de HIM, se pregunta si se
podra hacer algo desde el punto de vista de la tecnologa que pudiera ayudar a los mdicos a
identificar, en el momento de la admisin, las condiciones que causan el problema del reembolso y
documentar adecuadamente las condiciones. Los mdicos que capturan y documentan
adecuadamente estas condiciones demostraran que el hospital est siguiendo los estndares y
pautas nacionales de tratamiento y que los pacientes no estn adquiriendo estas condiciones en el
hospital.
Rena un equipo multidisciplinario compuesto por mdicos, representantes del ciclo de ingresos,
HIM y representantes de sistemas de informacin.
Preguntas de discusin de casos del mundo real: formato de prrafo
2. Cul es el beneficio de desarrollar una solucin EMR para este problema?
3. Cmo se relaciona la adherencia a las pautas de tratamiento para la prevencin de las
condiciones identificadas como adquiridas en el hospital con otras iniciativas de pago por
desempeo?.
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Data Analysis
Team A performed a series of analysis on behalf of the management of Ballard Integrated Managed Services, Inc. (BIMS). These tasks were the result of an emerging trend of attrition and employee dissatisfaction within their organization. The initial actions taken involved data collection that were presented in the form of an internal employee survey. The data collection analysis revealed our hypothesis and we set out to prove that the increase in employee turnover was due to low employee morale and poor employee performance. The initial survey leads us to a very low response rate of 17.3%—we did not achieve our goal of obtaining the feedback of the vast majority of BIMS employees. By utilizing our initial findings we analyzed, displayed, and interpreted, the outcome shows that BIMS was experiencing high turnover due to lack of proper pay and poor communication within the business. This information provided seemed promising from the perspective that we were narrowing down the core issues within the company; it is never enough for management to determine an effective course of action or forecasting. The inferences made through our descriptive analysis approach made use of all three levels of measurement and dispersion and helped us rank the limited feedback on scale of one through five, changing the ordinal and ratio feedback into a numerical value, when necessary. The demographic based questions were significant collected data based on years of service, division, gender and role and facilitated in our manipulation of the survey data. In combination, we were able to scratch the surface on a pattern of data that ranked very negatively and that also met the condition of our hypothesis—so all was not lost in our initial attempt.
The research that was done for Ballard was to determine if the employees were satisfied with their work conditions and was there fair treatment from the company. The survey sent out would ask workers about working conditions, shifts, training, pay, fair treatment and the company itself. The survey was attached to their bi weekly paychecks asking them to return by a certain date. A reminder was sent out as well to encourage participation. The response to this survey was very low only 17.3 % took the time to even respond. However the data collected did provide was quantitative it provided numerical information to possibly give insight on correcting the current employment issues.
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Rachel, the project manager of a large information systems project.docx
Rachel, the project manager of a large information systems project, arrives at her office early to get caught up with work before her co-workers and project team arrive. However, as she enters the office she meets Neil, one of her fellow project managers, who also wants to get an early start on the day. Neil has just completed a project overseas. They spend 10 minutes socializing and catching up on personal news.
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Rachel spends the next 25 minutes going over project reports and preparing for the weekly status meeting. Her boss, who just arrived at the office, interrupts her. They spend 20 minutes discussing the project. He shares a rumor that a team member is using stimulants on the job. She tells him that she has not seen anything suspicious but will keep an eye on the team member.
The 9:00 a.m. project status meeting starts 15 minutes late because two of the team members have to finish a job for a client. Several people go to the cafeteria to get coffee and doughnuts while others discuss last night's baseball game. The team members arrive, and the remaining 45 minutes of the progress review meeting surface project issues that have to be addressed and assigned for action.
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Answer these essay questionsEssay #1 Case Study Cromwel.docx
Answer these essay questions:
Essay #1:
Case Study: Cromwell Electronics
Dan Dalton was the marketing vice president (VP) for Cromwell Electronics. Ten months earlier he had appointed Ed Corelli as the manager of a newly formed marketing unit for the eastern region. The unit was responsible for developing marketing presentations, advertising campaigns, and promotions for the sale of Cromwell products in the eastern region. The unit had six marketing specialists; two were long-time employees, and the other four were newly hired. Ed was promoted to the position based on a good reputation as a marketing specialist. Even though the marketing unit was new, Dan expected its performance to be better by now. The marketing unit for the western region was formed at the same time, and it had higher performance. Dan reflected on the comments made by two of Ed’s subordinates when asked how they liked working for him.
Pat Posner had worked for the company for nearly 10 years. He commented that Ed was “a great manager.” Pat especially liked the high level of autonomy he was allowed. Pat said, “Ed gives me complete discretion to plan the marketing campaigns for my set of products. If I have a problem, he encourages me to look at it from different perspectives, but he doesn’t say what he wants me to do about it. He trusts me to solve my own problems. When I make a mistake, which seldom happens, he doesn’t get upset. Instead, he expects me to learn from it.” Pat also noted that Ed showed sincere appreciation for good performance. “My marketing campaign for the new product was very successful, and I really appreciated the recognition Ed gave me in the monthly unit meeting. He also told me that he would try to get me a pay increase.”
Katie O’Toole, one of the new employees, was less satisfied with Ed as a manager. “Sometimes I wish Ed would give me more direction. He is always pushing me to make my own decisions. Maybe if I had more experience I would like it, but right now it makes me feel very insecure. I never really know if I am doing what he expects. When I go to him for help with a problem, he turns the question around and asks what I would do. He doesn’t seem to understand that I wouldn’t ask if I already knew the answer. And when I do something wrong, he doesn’t seem to care. Ed likes to pretend that mistakes will go away if you don’t talk about them.”
Katie had another complaint as well. She said, “He seems to favor the two employees who have been with the company longer. He gives them the most interesting assignments, he consults with them more about his plans for the unit, and he recommends them for larger pay increases.” Katie noted that Sally and George, both new employees, agreed with her complaints about Ed.
At lunch later that day, Dan asked Ed how things were going in his unit. Ed replied that he was disappointed in some of the new marketing specialists. Only one of the new employees (Linda) was performing well. The others seemed to lack .
Answer these essay questionsEssay #1 Case Study Cromwel.docx
Answer these essay questions:
Essay #1:
Case Study: Cromwell Electronics
Dan Dalton was the marketing vice president (VP) for Cromwell Electronics. Ten months earlier he had appointed Ed Corelli as the manager of a newly formed marketing unit for the eastern region. The unit was responsible for developing marketing presentations, advertising campaigns, and promotions for the sale of Cromwell products in the eastern region. The unit had six marketing specialists; two were long-time employees, and the other four were newly hired. Ed was promoted to the position based on a good reputation as a marketing specialist. Even though the marketing unit was new, Dan expected its performance to be better by now. The marketing unit for the western region was formed at the same time, and it had higher performance. Dan reflected on the comments made by two of Ed’s subordinates when asked how they liked working for him.
Pat Posner had worked for the company for nearly 10 years. He commented that Ed was “a great manager.” Pat especially liked the high level of autonomy he was allowed. Pat said, “Ed gives me complete discretion to plan the marketing campaigns for my set of products. If I have a problem, he encourages me to look at it from different perspectives, but he doesn’t say what he wants me to do about it. He trusts me to solve my own problems. When I make a mistake, which seldom happens, he doesn’t get upset. Instead, he expects me to learn from it.” Pat also noted that Ed showed sincere appreciation for good performance. “My marketing campaign for the new product was very successful, and I really appreciated the recognition Ed gave me in the monthly unit meeting. He also told me that he would try to get me a pay increase.”
Katie O’Toole, one of the new employees, was less satisfied with Ed as a manager. “Sometimes I wish Ed would give me more direction. He is always pushing me to make my own decisions. Maybe if I had more experience I would like it, but right now it makes me feel very insecure. I never really know if I am doing what he expects. When I go to him for help with a problem, he turns the question around and asks what I would do. He doesn’t seem to understand that I wouldn’t ask if I already knew the answer. And when I do something wrong, he doesn’t seem to care. Ed likes to pretend that mistakes will go away if you don’t talk about them.”
Katie had another complaint as well. She said, “He seems to favor the two employees who have been with the company longer. He gives them the most interesting assignments, he consults with them more about his plans for the unit, and he recommends them for larger pay increases.” Katie noted that Sally and George, both new employees, agreed with her complaints about Ed.
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PREGUNTAS:
1.Usando como referencia Qu hacen los Gerentes de Operaciones? En el recuadro del captulo,
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2. Proporcione un buen y un mal ejemplo de un "momento de la verdad" si Mickey Mouse habla
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perspectiva del servicio?
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donde sus pruebas de laboratorio mostraron una pequea cantidad de hematuria y un ligero
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Una empresa australiana que dise el software que hizo funcionar el rover Curiosity en Marte abri
recientemente una oficina en Fort Bonifacio, donde se desborda cerveza gratis todos los viernes y
los empleados pueden usar pantalones cortos y trabajar en cualquier parte de la oficina.
Tratamos de hacer tantas cosas como podamos para crear una comunidad y tiempos de conexin,
y eso se ve en todas nuestras oficinas. Proponemos formas de crear puntos de conexin social.
Queremos que la oficina sea una extensin de la conexin que tienen las personas y parte de eso
es crear eventos como estos, dice Jeff Diana, director de personal de Atlassian, un proveedor lder
de software de colaboracin fundado en Sdney.
oficina elegante
Atlassian abri una nueva oficina en el segundo piso del Edificio 3 en la elegante Bonifacio High
Street en Fort Bonifacio CBD. La nueva oficina ampliar las operaciones de Atlassian en Filipinas,
ya que pretende duplicar pronto sus 40 empleados o defensores que participan en servicios
compartidos en las divisiones de recursos humanos, finanzas, soporte de sistemas y servicio al
cliente.
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poder del software, inaugur su oficina de Fort Bonifacio el 15 de enero de 2015 y ya proyectaba
una cultura de trabajo nueva, vibrante y dinmica en Fort Bonifacio.
Puedes venir con ropa informal. Este espacio realmente permite eso. Es una oportunidad para
encontrar un espacio que encaje con nuestra cultura y nuestros valores, dice Sandi Kochhar, jefe
de operaciones de personas y servicios compartidos de Atlassian, refirindose a la nueva oficina
de Fort Bonifacio.
Estamos creciendo muy rpidamente y esta es una gran oportunidad para nosotros de encontrar
una excelente ubicacin que est creciendo con nosotros. Pensamos que estamos optimizados aqu
en el Fuerte, dice ella.
No tradicional
Lo otro es que estamos buscando un espacio no tradicional, porque no somos una empresa
tradicional. Entonces, lo que encuentras en Makati y Ortigas son edificios de oficinas ms
tradicionales. Para nosotros tener este espacio es muy parecido a las oficinas de Atlassian. Es un
entorno nico el que tenemos aqu. Tenemos suerte de haberlo encontrado en el Fuerte, dice
Kochhar.
Atlassian, que estableci su presencia con un empleado en Filipinas en octubre de 2013, se
transfiri desde una pequea oficina en la ciudad de Makati. Consideramos la infraestructura, cmo la
gente llegar a trabajar fcilmente. Encontramos un espacio perfecto que es este que se ajusta a
nuestros requisitos, dice Bennieson Co, jefe de la divisin de servicios compartidos de Atlassian en
Filipinas.
Fundada en 2002 por Mike Cannon-Brookes y Scott Farquhar con un espritu de "no tonteras",
Atlassian, una empresa privada, fue nombrada el mejor lugar para trabajar de Australia el ao
pasado. Sus 40.000 clientes van desde pequeas empresas hasta organizaciones cientf.
Caso del mundo real 41 El especialista en mejora de la do.pdf
Caso del mundo real 4.1
El especialista en mejora de la documentacin clnica (CDI) del hospital le informa a usted, el
administrador de HIM del hospital Anywhere, que el hospital ha estado recibiendo multas por
reembolso. La documentacin del mdico no identifica adecuadamente las condiciones especficas
que CMS ha identificado como condiciones adquiridas en el hospital (HAC). En la mayora de los
casos, estas condiciones estn presentes en los pacientes antes de ser admitidos. Sin embargo,
los mdicos estn documentando estas condiciones ms adelante en las estadas de los pacientes,
haciendo parecer que los pacientes han adquirido estas condiciones del hospital. El hospital est
siendo penalizado financieramente porque estas condiciones se consideran prevenibles si el
hospital sigue las normas y directrices nacionales de tratamiento.
Cualquier hospital tiene un EHR slido. Muchas iniciativas de mejora de la documentacin han sido
aprovechadas por las capacidades tecnolgicas del EHR. Como gerente de HIM, se pregunta si se
podra hacer algo desde el punto de vista de la tecnologa que pudiera ayudar a los mdicos a
identificar, en el momento de la admisin, las condiciones que causan el problema del reembolso y
documentar adecuadamente las condiciones. Los mdicos que capturan y documentan
adecuadamente estas condiciones demostraran que el hospital est siguiendo los estndares y
pautas nacionales de tratamiento y que los pacientes no estn adquiriendo estas condiciones en el
hospital.
Rena un equipo multidisciplinario compuesto por mdicos, representantes del ciclo de ingresos,
HIM y representantes de sistemas de informacin.
Preguntas de discusin de casos del mundo real: formato de prrafo
2. Cul es el beneficio de desarrollar una solucin EMR para este problema?
3. Cmo se relaciona la adherencia a las pautas de tratamiento para la prevencin de las
condiciones identificadas como adquiridas en el hospital con otras iniciativas de pago por
desempeo?.
Caso Peditrico 4 Sabina Vsquez Compleja Cesiones de Doc.pdf
Caso Peditrico 4: Sabina Vsquez (Compleja) Cesiones de Documentacin
1. Documente su evaluacin enfocada inicial de Sabina Vsquez.
2. Identificar y documentar diagnsticos clave de enfermera para Sabina Vsquez.
3. En referencia a su registro de comentarios, documente la atencin de enfermera que brind y la
respuesta de Sabina Vsquez.
4. Documente la enseanza del paciente que le brindara a Sabina Vsquez y su familia antes del
alta..
Caso Demasiado amable con la gente John acababa de gradua.pdf
Caso
Demasiado amable con la gente
John acababa de graduarse de la Facultad de Administracin de Empresas de la Universidad
Estatal y se uni a la pequea empresa de su familia, que emplea a veinticinco trabajadores
semicalificados. La primera semana en el trabajo, su pap lo llam y le dijo: John, he tenido la
oportunidad de observarte trabajando con hombres y mujeres durante los ltimos dos das y,
aunque odio hacerlo, siento que debo decir algo. . Eres demasiado amable con la gente. S que te
ensearon eso de las relaciones humanas en la universidad, pero aqu no funciona. Recuerdo
cuando se inform por primera vez sobre los estudios de Hawthorne y todos en la universidad se
emocionaron mucho con ellos, pero cranme, hay ms en el manejo de personas que solo ser
amable con ellos.
Respuesta:
1. Cmo reaccionaras a los comentarios de tu padre si fueras John?
2. Crees que el padre de John entendi e interpret correctamente los estudios de Hawthorne?
3. Qu fases de gestin cree que ha atravesado el padre de John en este negocio familiar?.
Caso de Estudio 6a Sistema Neurolgico Esclerosis Mltiple.pdf
Caso de Estudio #6a Sistema Neurolgico: Esclerosis Mltiple
Paciente: Myrtle
Recin diagnosticado, (25 aos), Historia social: sin hogar, desempleado, soltero,
No fumador; sin ETOH (ETOH es un acrnimo de alcohol etlico) ; sin drogas ilcitas
Estudiante universitario en lnea: lucha por comprender el material
EMRR (Esclerosis Mltiple Remitente Recidivante)
Sntomas
2006: visin borrosa y doble
2013: visin doble; urgencia urinaria; mala atencion
2012: Entumecimiento en ambas piernas
Diagnstico: EMRR - Esclerosis mltiple remitente recidivante
(2 episodios de sntomas neurolgicos atribuibles al SNC, separados en el espacio y en el tiempo)
Problemas de memoria pasados los 6 meses; fatiga; intolerancia al calor; problemas con el
equilibrio
Prevalencia por Dominios Cognitivos
Memoria 40%
Procesamiento de informacin 35%
Atencin/concentracin 30%
Resolucin de problemas 20%
Habilidades Visuopastiales 20%
Fluidez verbal 10%
Mltiples dominios (promedio)22%
Apoyando el Diagnstico
Mltiples lesiones de sustancia blanca con realce
Seal T2 alta en el nervio ptico derecho
Lesin realzada en el borde en T6-7
Notas de bandas en LCR y no en suero
medicamentos
Estudio de caso de discusin #6a.
1. Cul es el efecto de la desmielizacin en los nervios de una persona que tiene esclerosis mltiple?
2. Por qu son apropiados los medicamentos?
3. Por qu cree que las mujeres tienen mayor riesgo de EM?.
Caso de estudio Aplicar el principio de gestin de recursos.pdf
Caso de estudio
Aplicar el principio de gestin de recursos humanos
Donna Moreau estuvo empleada durante nueve aos como asistente de habitacin en el hotel
Windjammer. Su trabajo y asistente durante ese perodo fueron considerados excelentes. El
hotel estaba moderadamente ocupado durante la semana y normalmente se llenaba de
turistas los fines de semana.
De acuerdo con una poltica del hotel que requiere una notificacin de dos semanas, el 1 de
mayo Donna present una solicitud de "da libre" para el sbado 15 de mayo para asistir a la
ceremonia de graduacin de la escuela secundaria de su nica hija a la 1:00 p. m. Se
esperaba que el hotel tuviera una escasez extrema de personal el fin de semana del 15 de
mayo debido a algunas renuncias y despidos del personal, as como a la previsin de que se
agotaran las habitaciones.
La supervisora de Donna, Tara Roach, rechaz la solicitud de Donna para el da libre, ya que
el departamento de limpieza necesitaba que ella trabajara todo el fin de semana. DOnna
estaba visiblemente molesta cuando se public el horario y se enter de que su solicitud
haba sido denegada. Se enfrent a Tara y dijo: Estar atendiendo a mi hija durante 17 aos, y
de ninguna manera me perder ese da!. Tara respondi que lo senta mucho, pero que todas
las solicitudes de los empleados para ese fin de semana haban sido denegadas y Donna se
present a trabajar segn lo programado.
El sbado de la graduacin, Donna, de acuerdo con la poltica escrita del hotel, llam "enferma"
cuatro horas antes de que comenzara su turno. El hotel estaba extremadamente ocupado
y, en parte debido a la ausencia de Donna, cada encargado de la habitacin que se present
en el trabajo asign una carga de trabajo superior a la media, lo que provoc una gran tensin
en el departamento.
Tara, que estaba enfadada por lo que vio como un desprecio deliberado por la autoridad
supervisora, y recordando la conversacin anterior con Donna, registr la llamada de la
empleada como una "excusa inaceptable" y complet un formulario que deca que Donna, de
hecho, la haba dejado. trabajo voluntariamente al negarse a trabajar su mierda asignada.
Tara se refiri a la parte del manual del empleado que Donna firm cuando se uni al hotel. El
manual deca, en parte:
Se considerar que el empleado ha renunciado o abandonado voluntariamente su empleo
en cualquiera de los siguientes casos;
Ausencia del trabajo por uno (1) o ms das consecutivos sin excusa aceptable para la
empresa.
tardanzas habituales
No presentarse al trabajo dentro de las 24 horas posteriores a una solicitud de informe
Donna volvi al trabajo al da siguiente y descubri que la haban eliminado del horario.
Tambin se le inform que ya no era empleada del hotel. Donna solicit compensacin por
desempleo. En su estado, los trabajadores que renunciaron voluntariamente a sus trabajos
generalmente no eran elegibles para la compensacin por desempleo. Aquellos que son
despedidos normalmente reciben ese beneficio (que finalmente es pagado por el hotel).
Revise la a.
Caso Autoridad Aeroportuaria La Autoridad Aeroportuaria .pdf
Caso: Autoridad Aeroportuaria
La Autoridad Aeroportuaria (AA) ha estado bajo una presin considerable por parte del Gobierno
Regional para aumentar la capacidad en el Aeropuerto de Changow. Construido originalmente
hace cincuenta aos como un pequeo aeropuerto regional que atiende a una poblacin de 250 000
habitantes, la pista nica de Changow est a plena capacidad durante 20 horas al da. La poblacin
de la regin ha aumentado a ms de 5 millones y gran parte de este crecimiento en los viajes areos
se debe a la rpida expansin econmica de la regin a partir de la industria y el turismo.
Las opciones que enfrenta el AA no son atractivas. Aumentar la capacidad en Changow presenta
serios problemas de ingeniera en el nico terreno disponible al norte, sobre el cual se debe
construir una nueva pista. Los problemas se deben a la geologa local y algunas inundaciones
regulares del delta del ro Hankse que fluye cerca. Una poblacin residencial de alrededor de 1
milln vive dentro de un rea de 15 kilmetros al norte del aeropuerto y creen que sus vidas se veran
gravemente afectadas por una nueva pista importante.
Adems, los desarrollos econmicos cercanos al aeropuerto se amontonan hasta el lmite sur, que
es el nico medio de acceso adecuado desde la ciudad de Changow para una carretera ms ancha.
La tierra cercana a los lmites este y oeste contiene principalmente propiedades residenciales de
altos ingresos, mezcladas con sitios verdes aislados, que contienen plantas naturales raras, aves
exticas y otros pequeos animales salvajes. El Gobierno del Estado recientemente design algunas
de estas reas como 'Sitios del Patrimonio Nacional'.
La otra opcin es construir un aeropuerto completamente nuevo en Fongow, a una distancia de
cuarenta kilmetros de Changow, en tierras agrcolas, actualmente cultivadas por miles de pequeos
propietarios, cuyas familias han trabajado la tierra all durante muchas generaciones. Se
necesitaran nuevos caminos de acceso, adems, quizs un sistema ferroviario que requerira
muchos puentes y tneles, y el aeropuerto estara cerca de altas colinas boscosas. Hay dudas
sobre la factibilidad operativa de construir un aeropuerto tan lejos de la capital regional.
Los representantes polticos locales, todos miembros de la coalicin gobernante, favorecen la
expansin del aeropuerto de Changow por motivos de 'desarrollo econmico nacional', 'progreso
social' y orgullo nacional. Lo mismo ocurre con las empresas locales, que afirman que el
aeropuerto actual est frenando la expansin econmica en la regin. Los pasajeros del aeropuerto,
tanto de negocios como de turistas, se ven afectados por largos retrasos en los vuelos y
conexiones perdidas, y atascos de trfico durante el acceso y la salida a lo largo de la nica e
inadecuada carretera sur del aeropuerto hacia la ciudad de Changow.
La inquietud/preocupacin del pblico sobre las propuestas para ampliar el aeropuerto de Changow
han surgido y estn atrayendo el inters de los medios. La principal oposicin proviene de los veci.
Caso 9A El Departamento de Poltica obtiene una renovacin.pdf
Caso 9-A: El Departamento de Poltica obtiene una renovacin de liderazgo
Lesley se gradu recientemente de la universidad con su ttulo en administracin de empresas. Pas
los ltimos dos veranos trabajando en Connecticut Mutual Insurance (CMI), como pasante en
varios trabajos diferentes mientras los empleados tomaban sus vacaciones. Recientemente recibi
y acept una oferta para unirse a CMI a tiempo completo como supervisora del departamento de
renovacin de plizas.
CMI es una gran compaa de seguros. Solo en la oficina central, donde trabajar Lesley, hay ms de
1500 empleados. La empresa cree firmemente en el desarrollo personal de sus empleados. Esta
creencia se traduce en una filosofa, que emana de las principales oficinas ejecutivas, de
confianza y respeto para todos los empleados de CMI. La compaa tambin se encuentra
regularmente en la cima de la mayora de las listas de "mejores empresas para trabajar", en gran
parte debido a sus programas progresivos de trabajo y vida y su fuerte compromiso para
minimizar los despidos.
En el nuevo trabajo de Lesley, ella dirigir las actividades de dieciocho empleados de renovacin de
plizas. Sus trabajos requieren poca capacitacin y estn altamente estandarizados. La
responsabilidad de un empleado es asegurarse de que se enven los avisos de renovacin de las
plizas actuales, tabular cualquier cambio en las primas, informar a la divisin de ventas si se
cancelar una pliza como resultado de la falta de respuesta a los avisos de renovacin y responder
preguntas y resolver problemas. relacionados con las renovaciones.
Las personas en el grupo de trabajo de Lesley tienen edades comprendidas entre los diecinueve
y los sesenta y dos aos, con una mediana de edad de veinticinco. En su mayora son graduados
de secundaria con poca experiencia laboral previa. Ganan entre $2,350 y $3,200 al mes. Lesley
reemplazar a una empleada de CMI desde hace mucho tiempo, Jan Allison. Jan se jubila despus
de treinta y siete aos en CMI, los ltimos catorce como supervisora de renovacin de plizas. Debido
a que Lesley pas algunas semanas en el grupo de Jan el verano pasado, est familiarizada con el
estilo de Jan y conoce a la mayora de los miembros del departamento. Pero la gente no conoce
muy bien a Lesley y sospecha que acaba de salir de la universidad y tiene poca experiencia en el
departamento.
La realidad es que Lesley obtuvo este trabajo porque la gerencia quera a alguien con un ttulo
universitario para supervisar el departamento. La crtica ms vocal de Lesley es Lillian Lantz. Lillian
tiene ms de cincuenta aos, ha sido empleada de renovacin de plizas durante ms de una docena
de aos y, como la "gran anciana" del departamento, tiene mucho peso entre los miembros del
grupo. Lesley sabe que ser difcil liderar este departamento sin el apoyo de Lillian.
Lesley est decidida a comenzar con el pie derecho su liderazgo en el departamento. Como
resultado, ha estado pensando mucho en las cualidades de un supervisor eficaz.
Respondiendo al caso
9-13. Qu .
Caso de debate filtracin de datos de Equifax La empresa de.pdf
Caso de debate: filtracin de datos de Equifax La empresa de informes de crdito Equifax estuvo en
el centro de una filtracin masiva de datos que afect a ms de 145 millones de clientes. En 2017, los
piratas informticos aprovecharon una vulnerabilidad en el software del sitio web de Equifax y
robaron informacin personal, incluidos nombres, direcciones y nmeros de seguro social, de hasta
145 millones de estadounidenses. Un incidente separado pero relacionado en Equifax involucr a
15 millones de ciudadanos britnicos cuyos registros fueron violados entre 2011 y 2016. El fracaso
de las medidas de control e informes internos de Equifax condujo a una violacin generalizada de
los derechos de las personas a la privacidad de su informacin personal y se convirti en un enorme
crisis de relaciones pblicas para la empresa. El principal abogado de Equifax, John Kelley, fue
investigado por la junta directiva por su posible participacin en el encubrimiento del hackeo y su
mal manejo de la situacin. Kelley fue responsable de aprobar las ventas de acciones de la
empresa por parte de los ejecutivos despus de que se descubriera la infraccin, pero antes de que
se revelara al pblico. Tras la divulgacin de la infraccin, el precio de las acciones de la empresa
cay un 14 por ciento. Los inversores vendieron aproximadamente 4500 millones de dlares (el 25
%) del valor de mercado de la empresa despus de que se hiciera pblico el ataque. Ms de 10
millones de estadounidenses vieron expuestos los datos de sus licencias de conducir durante el
hackeo. Muchas personas que haban proporcionado la informacin de su licencia de conducir a la
empresa simplemente estaban verificando su informacin para recibir informes crediticios y
calificaciones de Equifax. Algunos haban ingresado su informacin en la pgina web de la compaa
en un esfuerzo por resolver disputas de informes de crdito. La pgina web de disputas de informes
crediticios haba sido particularmente vulnerable a las brechas de seguridad. El CEO de Equifax,
Richard Smith, admiti durante las audiencias del Captulo 6 tica organizacional 133 PDF final para
imprimir 134 Segunda parte tica empresarial law43665_ch06_115-136.indd 134 11/14/18 01:42
PM del Congreso que l y otros ejecutivos estaban al tanto de las debilidades de seguridad , pero
que un solo empleado de la empresa no haba prestado atencin a las advertencias de seguridad y
no se asegur de la implementacin de las correcciones de software. Smith agreg que hubo una
falla en sus sistemas de software diseados para buscar la ausencia de "parches" necesarios para
proteger la informacin privada. Otros mecanismos de control interno en Equifax parecan haber
sido ignorados o disfuncionales. Frederick Lemieux, director del programa de posgrado en
Inteligencia Aplicada de la Universidad de Georgetown, culp de la violacin a lo que llam
"complicidad pasiva" en la cultura de la empresa. (La complicidad significa estar involucrado en
un acto indebido; la complicidad pasiva implica que los ej.
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Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Unit 8 - Information and Communication Technology (Paper I).pdf
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678020731-Sumas-y-Restas-Para-Colorear.pdf
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CACJapan - GROUP Presentation 1- Wk 4.pdf
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp Network
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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Francesca Gottschalk - How can education support child empowerment.pptx
Francesca Gottschalk - How can education support child empowerment.pptx
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Case Study Location Location Location DB was preparing .pdf
- 1. Case Study: Location, Location, Location D.B. was preparing to schedule Lindsays annual performance review. Lindsay had been working for TaxRight for 5 years as a junior accountant and D.B. had taken over as their supervisor this past year. When reviewing the past years records, D.B. noticed that there had been a decline in Lindsays performance. Customers were complaining as requests were not being responded to in a timely manner, and Lindsays monthly reports contained numerous errors. For the past 10 months, Lindsay had been working from home. TaxRight had decided that employees could perform their work remotely and therefore offered this option to its workforce 12 months ago. Over 80% of staff had opted for this type of working arrangement and, thus far, D.B. had not heard from other supervisors that there were performance concerns about their employees. However, while Lindsay attended all scheduled online meetings, D. B. found it difficult to connect with Lindsay as emails werent promptly returned and phone calls were not answered right away. Calls always went to voicemail. D.B. wondered if Lindsays recent poor performance had something to do with their supervisory style. Or could it be that Lindsay just wasnt suited to working from home? D.B. also wondered if the annual performance review could be conducted online (this is how their biweekly meetings were done), or if Lindsay should be asked to come into the office for this conversation? The performance review was scheduled for next week, so D.B. knew that decisions had to be made quickly. Questions: 1.What could some of the reasons be for Lindsays poor performance over the past 10 months? 2. Should Lindsay be permitted to continue to work from home? Why or why not? 3. If Lindsay is to continue working from home, how should D.B. alter the performance management strategy and plans to ensure better outcomes? 4. Should D.B. ask Lindsay to come into the office for the upcoming performance review? What are key considerations in this decision?