Chapter 1—Innovative Management for Turbulent Times
MINI CASE: Hector, who is a Hispanic, has been working for a promotion for a long time. He works for a shipping company on the loading dock. The company is located in rural North Carolina. His job has been to drive a forklift and to occasionally load by hand boxes into large trucks. He reports to a loading supervisor who coordinates all the work of four forklift operators and makes sure the loads are accurate and ready to go on time. Finally, Hector’s hard work has paid off for him. His supervisor, Paul, has been promoted, and Hector was recommended to take his place. He has now been the supervisor for two weeks. Already he has begun to worry about
whether he should have taken the job or not. He just can’t seem to get the men working for him to move fast enough. Frequently, his loads are late in being finished and often they contain the wrong boxes. He cannot understand where he is going wrong. As a forklift operator he always received excellent ratings and has always been a hard worker.
What are some possible explanations for Hector’s problems?
If you were Hector’s boss, what would you recommend that he do?
Chapter 2—The Evolution of Management Thinking
MINI CASE: STUDY GUIDE: PAGE 41 – 42: Ivan has just been promoted to be the manager of McDonald’s second restaurant in Moscow. Ivan has been working for the company for the past two years as an assistant manager.
He is one of four persons sent to first Canada and then to the United States to Hamburger University for training prior to the opening of the first McDonald’s in Moscow. Although it has been difficult to change the way restaurants were perceived in the ole Soviet Union, McDonald’s has been a success and it is ready to open its second store. Ivan has been working very hard for McDonald’s.
At the same time he has been reading about management in Western countries and has been very impressed with many of the theories. Since Q1 Q2 he has been promoted to open and train the personnel for the new store, he is wondering what approach he should use.
Pick an approach to management that Ivan should not use and explain why not. Pick the approach you feel would be most appropriate for Ivan to use and explain the reasons for your choice.
Chapter 5—Managing Ethics and Social Responsibility
MINI CASE: STUDY GUIDE: PAGE 109 Gwen Ferguson is a Communications Management Consultant in Charlotte, North Carolina. She conducts various workshops to help persons improve communication skills. Most of the work she does is “in-house” training. She goes to the place of business of the client and conducts training sessions for the employees of the client. She is very good at what she does and stays very busy. Recently, Gwen was approached by a college executive training centre to provide training for a client. She was asked to visit with the client and design a series of workshops to be provided through the executive training center. Gwen met with the client and had a very good meeting. She and the client agreed on 12 different training sessions for Gwen to present. In the course of the discussion the client representative, Mr. Brown, said, “I wish we could just take the middleman out of this arrangement. Would it be possible for us to hire you directly rather than your going through the college’s executive training center?”
How would you answer this question if you were in Gwen’s position? Gwen said that she felt that she had a moral obligation to work through the college since it had provided the contact in the first place. Mr. Brown said he understood. Gwen then provided the college with the outline of proposed workshops. The director of the college executive training center said to Gwen, “You know that we will only tell you how much we will pay you for...
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