Bob Ficken worked as the Human Resources Director at North Idaho College (NIC) from August to October 2006. During his short tenure, he quickly improved the HR department by standardizing hiring processes and ensuring fair benefits. Though controversial issues arose regarding background checks and benefits consistency, Bob provided facts and legal interpretation to guide the discussions. He remained a stable, insightful presence despite the challenges. Bob's positive nature and experience made him a pleasure to work with. Unfortunately, he had to leave NIC to care for his ailing father, but the letter writer believes Bob will be an asset wherever his career may lead.
John Smith, VP of HR at Lamp Electronics is sitting scratching his hkarenahmanny4c
John Smith, VP of HR at Lamp Electronics is sitting scratching his head over the conversation he had with Joe Group describing what had transpired in the finance department. Joe had been preparing the sales revenues reports for the past five years as the company is required to report to the SEC to issue public and profit forecasts. Lamp has always been high producing and has experienced a decline; hence, the share price has declined.
Joe told John that he had been instructed to use a different and more aggressive accounting method for forecasting and calculating projected sales revenue for the coming year. Joe believed that this approach could mislead the shareholders regarding actual performance. The past CFO was rather conservative in the approach; however, a new CFO, Bob, was hired earlier this year after not obtaining a promotion for a competitor. Bob was perceived as a go getter, smart, and someone to make a positive mark on the company. When Joe pointed out that the accounting practices were different than Lamp's traditional practices, Bob, the CFO said that he was the new CFO and had a different approach. Bob proceeded to tell Joe that sales would turn around and the company is justified reporting higher expected sales revenue in the upcoming months. Bob also mentioned that Joe should want the stock to go up and do well. As Joe continued to question, Bob told him to do his job as instructed. Since then, Joe felt that Bob had become hostile towards him and that there was a change in the relationship. Despite his fears, he felt he had to go to HR for advice. HR intuitively suspected that Joe was worried about Bob finding out about meeting.
This information disturbed HR. What should HR do? What rights and protections do whistle blowers have in the workplace today? What about the hostility? Do employees have rights regarding being treated hostile in the workplace?
Case adapted from: Nkomo, S., Fottler, M., McAfee, R.B. (2005) Applications in Human Resource Management (5th ed.). Mason, OH: Southwestern.
1. Imagine you are an HR consultant to the organization involved in this situation. The organization wants to be responsive and fair. How would you handle the staff that are upset and what would you recommend to senior leaders?
2.Identify the legal issues that are pertinent to the case.
3.What are the risks and challenges the organization faces by implementing the policy you recommend?
Must be at least 300 words in APA format.
...
Running head PART TWO-CLIENT STATEMENT .docxglendar3
Running head: PART TWO-CLIENT STATEMENT 1
PART TWO-CLIENT STATEMENT 2
Part Two-Client Statement
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Part Two-Client Statement
When it comes to identifying the risks assessment questionnaire, it is essential to use the Offenders Assessment System (OASys). The design of the risk assessment questionnaire is that it allows the assessment of Bob’s past, present, and future likelihood of committing crimes.
References
Aknin, L., Barrington-Leigh, C., Dunn, E., Helliwell, J., Burns, J., Biswas-Diener, R., & Norton, M. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology , 104(4),, 635.
Alessandri, G., Vecchione, M., Eisenberg, N., & Laguna, M. (2015). On the factor structure of the Rosenberg (1965) General Self-Esteem Scale. Psychological Assessment, 27(2), 621.
Andrews, D., Bonta, J., & Wormith, J. (2006). The recent past and near future of risk and/or need assessment. Crime & Delinquency, 52(1), 7-27.
Howard, P., Francis, B., Soothill, K., & Humphreys, L. (2009). OGRS 3: The revised offender group reconviction scale.
Jackson, R., & Hess, D. (2007). Evaluation for civil commitment of sex offenders: A survey of experts. Sexual Abuse: A Journal of Research and Treatment, 19(4), 425-448.
Magidson, J., Roberts, B., Collado-Rodriguez, A., & Lejuez, C. (2014). Theory-driven intervention for changing personality: Expectancy value theory, behavioral activation, and conscientiousness. Developmental psychology, 50(5),, 1442.
McCleskey, J. (2013). The dark side of leadership: Measurement, assessment, and intervention. Business Renaissance Quarterly, 8(2/3),, 35.
Olver, M., Wong, S., Nicholaichuk, T., & Gordon, A. (2007). The validity and reliability of the Violence Risk Scale-Sexual Offender version: assessing sex offender risk and evaluating therapeutic change. Psychological assessment, 19(3), 318.
Running head: WORKING AHEAD-BOB CASE SCENARIO 1
WORKING AHEAD-BOB CASE SCENARIO 6
Working Ahead-Bob Case Scenario
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Working Ahead-Bob Case Scenario
Part One: Planning
Purpose of Specialized interview
Bob has been having problems that are hidden regarding criminal activities. It becomes difficult for the management to identify them. With the concealed information, the managers find it challenging to identify the behavior of Bob when it comes to identifying the well-being of their employees. It is evident that Bob has been threatening others and acting strangely w.
Running head PART TWO-CLIENT STATEMENT .docxtodd581
Running head: PART TWO-CLIENT STATEMENT 1
PART TWO-CLIENT STATEMENT 2
Part Two-Client Statement
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Part Two-Client Statement
When it comes to identifying the risks assessment questionnaire, it is essential to use the Offenders Assessment System (OASys). The design of the risk assessment questionnaire is that it allows the assessment of Bob’s past, present, and future likelihood of committing crimes.
References
Aknin, L., Barrington-Leigh, C., Dunn, E., Helliwell, J., Burns, J., Biswas-Diener, R., & Norton, M. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology , 104(4),, 635.
Alessandri, G., Vecchione, M., Eisenberg, N., & Laguna, M. (2015). On the factor structure of the Rosenberg (1965) General Self-Esteem Scale. Psychological Assessment, 27(2), 621.
Andrews, D., Bonta, J., & Wormith, J. (2006). The recent past and near future of risk and/or need assessment. Crime & Delinquency, 52(1), 7-27.
Howard, P., Francis, B., Soothill, K., & Humphreys, L. (2009). OGRS 3: The revised offender group reconviction scale.
Jackson, R., & Hess, D. (2007). Evaluation for civil commitment of sex offenders: A survey of experts. Sexual Abuse: A Journal of Research and Treatment, 19(4), 425-448.
Magidson, J., Roberts, B., Collado-Rodriguez, A., & Lejuez, C. (2014). Theory-driven intervention for changing personality: Expectancy value theory, behavioral activation, and conscientiousness. Developmental psychology, 50(5),, 1442.
McCleskey, J. (2013). The dark side of leadership: Measurement, assessment, and intervention. Business Renaissance Quarterly, 8(2/3),, 35.
Olver, M., Wong, S., Nicholaichuk, T., & Gordon, A. (2007). The validity and reliability of the Violence Risk Scale-Sexual Offender version: assessing sex offender risk and evaluating therapeutic change. Psychological assessment, 19(3), 318.
Running head: WORKING AHEAD-BOB CASE SCENARIO 1
WORKING AHEAD-BOB CASE SCENARIO 6
Working Ahead-Bob Case Scenario
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Working Ahead-Bob Case Scenario
Part One: Planning
Purpose of Specialized interview
Bob has been having problems that are hidden regarding criminal activities. It becomes difficult for the management to identify them. With the concealed information, the managers find it challenging to identify the behavior of Bob when it comes to identifying the well-being of their employees. It is evident that Bob has been threatening others and acting strangely w.
Ed Sullivan was general manager of the Plastics Division of Warner M.docxshandicollingwood
Ed Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that th.
John Smith, VP of HR at Lamp Electronics is sitting scratching his hkarenahmanny4c
John Smith, VP of HR at Lamp Electronics is sitting scratching his head over the conversation he had with Joe Group describing what had transpired in the finance department. Joe had been preparing the sales revenues reports for the past five years as the company is required to report to the SEC to issue public and profit forecasts. Lamp has always been high producing and has experienced a decline; hence, the share price has declined.
Joe told John that he had been instructed to use a different and more aggressive accounting method for forecasting and calculating projected sales revenue for the coming year. Joe believed that this approach could mislead the shareholders regarding actual performance. The past CFO was rather conservative in the approach; however, a new CFO, Bob, was hired earlier this year after not obtaining a promotion for a competitor. Bob was perceived as a go getter, smart, and someone to make a positive mark on the company. When Joe pointed out that the accounting practices were different than Lamp's traditional practices, Bob, the CFO said that he was the new CFO and had a different approach. Bob proceeded to tell Joe that sales would turn around and the company is justified reporting higher expected sales revenue in the upcoming months. Bob also mentioned that Joe should want the stock to go up and do well. As Joe continued to question, Bob told him to do his job as instructed. Since then, Joe felt that Bob had become hostile towards him and that there was a change in the relationship. Despite his fears, he felt he had to go to HR for advice. HR intuitively suspected that Joe was worried about Bob finding out about meeting.
This information disturbed HR. What should HR do? What rights and protections do whistle blowers have in the workplace today? What about the hostility? Do employees have rights regarding being treated hostile in the workplace?
Case adapted from: Nkomo, S., Fottler, M., McAfee, R.B. (2005) Applications in Human Resource Management (5th ed.). Mason, OH: Southwestern.
1. Imagine you are an HR consultant to the organization involved in this situation. The organization wants to be responsive and fair. How would you handle the staff that are upset and what would you recommend to senior leaders?
2.Identify the legal issues that are pertinent to the case.
3.What are the risks and challenges the organization faces by implementing the policy you recommend?
Must be at least 300 words in APA format.
...
Running head PART TWO-CLIENT STATEMENT .docxglendar3
Running head: PART TWO-CLIENT STATEMENT 1
PART TWO-CLIENT STATEMENT 2
Part Two-Client Statement
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Part Two-Client Statement
When it comes to identifying the risks assessment questionnaire, it is essential to use the Offenders Assessment System (OASys). The design of the risk assessment questionnaire is that it allows the assessment of Bob’s past, present, and future likelihood of committing crimes.
References
Aknin, L., Barrington-Leigh, C., Dunn, E., Helliwell, J., Burns, J., Biswas-Diener, R., & Norton, M. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology , 104(4),, 635.
Alessandri, G., Vecchione, M., Eisenberg, N., & Laguna, M. (2015). On the factor structure of the Rosenberg (1965) General Self-Esteem Scale. Psychological Assessment, 27(2), 621.
Andrews, D., Bonta, J., & Wormith, J. (2006). The recent past and near future of risk and/or need assessment. Crime & Delinquency, 52(1), 7-27.
Howard, P., Francis, B., Soothill, K., & Humphreys, L. (2009). OGRS 3: The revised offender group reconviction scale.
Jackson, R., & Hess, D. (2007). Evaluation for civil commitment of sex offenders: A survey of experts. Sexual Abuse: A Journal of Research and Treatment, 19(4), 425-448.
Magidson, J., Roberts, B., Collado-Rodriguez, A., & Lejuez, C. (2014). Theory-driven intervention for changing personality: Expectancy value theory, behavioral activation, and conscientiousness. Developmental psychology, 50(5),, 1442.
McCleskey, J. (2013). The dark side of leadership: Measurement, assessment, and intervention. Business Renaissance Quarterly, 8(2/3),, 35.
Olver, M., Wong, S., Nicholaichuk, T., & Gordon, A. (2007). The validity and reliability of the Violence Risk Scale-Sexual Offender version: assessing sex offender risk and evaluating therapeutic change. Psychological assessment, 19(3), 318.
Running head: WORKING AHEAD-BOB CASE SCENARIO 1
WORKING AHEAD-BOB CASE SCENARIO 6
Working Ahead-Bob Case Scenario
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Working Ahead-Bob Case Scenario
Part One: Planning
Purpose of Specialized interview
Bob has been having problems that are hidden regarding criminal activities. It becomes difficult for the management to identify them. With the concealed information, the managers find it challenging to identify the behavior of Bob when it comes to identifying the well-being of their employees. It is evident that Bob has been threatening others and acting strangely w.
Running head PART TWO-CLIENT STATEMENT .docxtodd581
Running head: PART TWO-CLIENT STATEMENT 1
PART TWO-CLIENT STATEMENT 2
Part Two-Client Statement
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Part Two-Client Statement
When it comes to identifying the risks assessment questionnaire, it is essential to use the Offenders Assessment System (OASys). The design of the risk assessment questionnaire is that it allows the assessment of Bob’s past, present, and future likelihood of committing crimes.
References
Aknin, L., Barrington-Leigh, C., Dunn, E., Helliwell, J., Burns, J., Biswas-Diener, R., & Norton, M. (2013). Prosocial spending and well-being: Cross-cultural evidence for a psychological universal. Journal of Personality and Social Psychology , 104(4),, 635.
Alessandri, G., Vecchione, M., Eisenberg, N., & Laguna, M. (2015). On the factor structure of the Rosenberg (1965) General Self-Esteem Scale. Psychological Assessment, 27(2), 621.
Andrews, D., Bonta, J., & Wormith, J. (2006). The recent past and near future of risk and/or need assessment. Crime & Delinquency, 52(1), 7-27.
Howard, P., Francis, B., Soothill, K., & Humphreys, L. (2009). OGRS 3: The revised offender group reconviction scale.
Jackson, R., & Hess, D. (2007). Evaluation for civil commitment of sex offenders: A survey of experts. Sexual Abuse: A Journal of Research and Treatment, 19(4), 425-448.
Magidson, J., Roberts, B., Collado-Rodriguez, A., & Lejuez, C. (2014). Theory-driven intervention for changing personality: Expectancy value theory, behavioral activation, and conscientiousness. Developmental psychology, 50(5),, 1442.
McCleskey, J. (2013). The dark side of leadership: Measurement, assessment, and intervention. Business Renaissance Quarterly, 8(2/3),, 35.
Olver, M., Wong, S., Nicholaichuk, T., & Gordon, A. (2007). The validity and reliability of the Violence Risk Scale-Sexual Offender version: assessing sex offender risk and evaluating therapeutic change. Psychological assessment, 19(3), 318.
Running head: WORKING AHEAD-BOB CASE SCENARIO 1
WORKING AHEAD-BOB CASE SCENARIO 6
Working Ahead-Bob Case Scenario
Stephanie Rincon
Professor: Erica Wansel
Interviewing & Interrogation: History & Techniques
February 6, 2019
Working Ahead-Bob Case Scenario
Part One: Planning
Purpose of Specialized interview
Bob has been having problems that are hidden regarding criminal activities. It becomes difficult for the management to identify them. With the concealed information, the managers find it challenging to identify the behavior of Bob when it comes to identifying the well-being of their employees. It is evident that Bob has been threatening others and acting strangely w.
Ed Sullivan was general manager of the Plastics Division of Warner M.docxshandicollingwood
Ed Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that th.
Sullivan was general manager of the Plastics Division of Warner Manu.docxsimba35
Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that the b.
Running head DISCUSSION1DISCUSSION3DiscussionINIT.docxtodd271
Running head: DISCUSSION
1
DISCUSSION
3
Discussion
INITIAL POST
Hi, class, it wasn’t easy to come up with a problem, but after thinking for a long night, it was easy to chose one. In my human resource career, I will consider cultural diversity in a professional working environment. I have a weakness in adapting to changes in working environment and the people I find there. The article that I found, and my introduction worked well. However, I still need to add more content to my first paragraph to sound more convincing. Here is my draft:
To: Mary Jones, Chief Human Resources Officer, Johnson & James Health Care Company
From: Desminique Rowell, Human Resource Manager, Johnson & James Health Care Company
Date: September 27, 2018
Subject: Considering Cultural Diversity in Organizations
How often does cultural diversity in organizations affect the way they operate? Globalization and increased customer goods and services demands, have encouraged many organization to venture into the international market to continue expanding their businesses. Organizations must expand their employee base by employing many skilled personnel from different cultural backgrounds. Negative outcomes of cultural integration in workplaces, affect their goods and service delivery. Johnson & James, a global health company cannot assume this fact, as its operation are also affected by cultural diversity. These challenges the companies’ operation in delivering its goods and services, creating a deficit in services and financial surges. The issue can be addressed by the company conducting motivational, leadership and behavioral workshops to enhance diversity training and development.
According to Alhejji et al. (2016), diversity training programs enhances development of employee knowledge, skills, and attitude which enhances culture in a workplace. Many organizations utilize cultural diversity in their workplace to encourage innovation and development of new-problem solving ideas. In an organization setup, employees need to come up with innovative ways of improving service delivery and enhancing customer-employee relationship. Employing personnel from different cultural background provides an organizational frontier to achieve it. However, poor management of cultural diverse teams, can result in a company losing it credibility to the customer purchasing power.
I know I can find a solution to this problem soon.
Here is my question: what can I add to the first paragraph to make it more effective?
Thanks!
Desminique Rowell
Hi, class, it wasn’t easy to come up with a problem, but after thinking for a long night, it was easy to chose one. In my human resource career, I will have to consider cultural diversity in professional environment working problem. I have a weakness in adapting to changes in working environment and the people I find there. The article that I found, and my introduction worked well. However, I still need to add more content to my first paragraph t.
The third presentation of the Lean AKademy held in Agro-Know to support business development. The presentation was based on the book "The Lean Startup" by Eric Ries and "Running Lean" by Ash Maurya as well as the course on business development from Steve Blank.
Unit 31. Brenda is a clerk-typist at Armor Industries, Inc., and.docxdickonsondorris
Unit 3
1. Brenda is a clerk-typist at Armor Industries, Inc., and she works in an office with nine other clerk-typists. The supervisor of the office is Joe. Brenda is a light-complexion, African American woman; all of her fellow clerk-typists are Caucasians, and Joe is a dark-complexion African American. For the last several months, Joe has been saying things about Brenda in front of Brenda and her fellow clerk-typists that have embarrassed Brenda. The comments have included that Brenda does not look like a “real” African American because of her light complexion, while Joe is a “real” African American.
Brenda’s fellow clerk-typists pretend that they have not heard these comments, but they have begun to avoid Brenda for fear that if they agree that the comments are inappropriate, Joe will retaliate against them. Though Brenda has more experience than any of the other clerk-typists in her office, when an opening for an assistant office manager becomes available, Joe promotes someone else in the office to the position. Is this an example of race discrimination or racial harassment? Why?
Your response should be a minimum of 200 words in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
2. Big Red Work Clothes Company prides itself on its macho image, and most of its employees have always been big, manly men. Twenty years ago, as the result of a claim filed under the Civil Rights Act by a female who applied for a job at Big Red and was not hired, Big Red voluntarily instituted an Affirmative Action plan, approved by the federal court, that provided that Big Red would hire three female applicants for every one male applicant that it hired. Since this policy was established twenty years ago, Big Red has followed the policy exactly. Billy Jennings recently applied for a job at Big Red, but although he was well qualified for the position, he was not hired because, under the Big Red Affirmative Action plan, Big Red had to hire a female applicant. Bill Jennings contends that this amounts to reverse discrimination. Is he right? Why, or why not?
Your response should be a minimum of 200 words in length. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
3. Pleasantville is a small city in Missouri, near St. Louis and several other larger cities. Pleasantville has a policy that all employees of the City of Pleasantville must be residents of Pleasantville. The City of Pleasantville advertises in the local newspaper for a new sanitation worker, and the advertisement specifies that only residents of Pleasantville will be considered for the position. Steven, who is a resident of St. Louis, applies for the position and his application is rejected and someone else is hired. Is this a violation of the Civil Rights Act? Is this an example of disparate treatment? Why, or why not? Is this an exampl ...
Unit 31. Brenda is a clerk-typist at Armor Industries, Inc., and.docx
NIC-Letter-of-Recommendation
1. 1000 West Garden Avenue, Coeur d’Alene, Idaho 83814
October 1, 2006
RE: Recommendation for Robert Ficken
To Whom It May Concern:
It is my pleasure to write this letter in support of Bob Ficken. Through these thoughts I hope to convey
my satisfaction with Bob’s work and my support for his future endeavors. I have known Bob since
August 2006 when he came to work at North Idaho College as the Human Resources Director. In the
short time we worked together I was impressed with Bob’s competency in the area of Human Resources,
his fair and equitable way of assessing situations, and his good nature. Bob left NIC after only a few
months so that he could take care of his ailing father. It is certainly NIC’s loss, yet Bob’s devotion to
family is admirable.
Bob stepped into NIC in a time of immense change. Half of the senior staff had been replaced and the
predecessors of these senior staff positions, including the Human Resources Director, left plenty of room
for improvement. Bob quickly determined the strengths and weaknesses of the department and began
initiating changes that would strengthen the institution. He looked at the equality of benefits among
classes of employees, standardized hiring processes, and held the institution accountable for issues from
background checks to policies about leaves of absence. His work was always founded in law and good
practice. The sign that Bob’s direction was well founded comes with the fact that his initiatives will
continue despite his departure.
There were several issues that senior staff struggled with during Bob’s tenure. These issues included the
necessity of background checks on employees and the need to become consistent with how the institution
delivered its benefit packages. Despite the controversy over these topics, Bob remained a stable force for
providing the facts and the interpretation of the institution’s actions. His counsel was well received and
provided insight and expertise that no one else could deliver. This method of approaching a problem
made it easy and enjoyable to work with Bob.
Finally, Bob’s cheery and positive nature made working with him enjoyable. I believe that no matter
where Bob lands after caring for his father, that he’ll be an asset to that organization. It is unfortunate that
NIC had to lose Bob. His attitude and experience makes him a valuable employee.
With these comments in mind, I give Bob my highest recommendation.
Thank you for your time.
Sincerely,
Eric W. Murray, Ph.D.
Vice President for Student Services