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total quality management
Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions
What can the two working supervisors do to help control the stress level in the group during the week spent waiting for the new manager?
What is wrong with the process of gathering more data and opinions than may be needed? Is this not a sound means of ensuring accuracy?
Provide an overview of the union organizing process and describe the role of the individual supervisor within that process.
What apparent mistakes did Kay make in attempting to improve her use of time by planning and establishing priorities?
Identify the key aspects of the supervisor’s role that are affected when it becomes necessary to interact with a union on a day-to-day basis.
To pose a question that is considerably broader than time management alone: Of what serious management errors is your manager apparently guilty?
Develop aware ness of the process by which employees can attempt to remove an existing union.
What is fundamentally wrong with reactive management? Doesn’t it ensure that you are working on the most urgent matter of the moment?
Why is unionization among healthcare providers increasing when union membership in the total work force is declining?
Why is it claimed that the majority of union elections are won or lost by management long before a union ever appears?
Why is distributing union literature to employees arriving or departing work frequently assumed to be the first stage of active union organizing?
If noneconomic issues drive employees to become organized, why are nearly all bargaining table demands economic in nature?
How can you learn to say no when the overload comes via demands of your immediate superior?
What can you possibly do—or try to do—to encourage your manager to show more respect for your working time?
Why it is considerably more difficult to decertify a union than to elect one?
Provide two specific examples of behavior that represent each of the four prohibitions on management conduct during union organizing:threatening, interrogating, promising, and spying.
If two employees said, “We want to talk to you about this union stuff that’s going around,” how would you respond?
What are the advantages and disadvantages of working with a union contract on a day-to-day basis?
In what respects could Kay possibly have improved her use of time on the Monday described in the case? (State any reasonable assumptions you might make in providing possible answers.)
Briefly review the legal framework within which union organizing must occur and how the management of an organization must respond to organizing.
It seems obvious to you that the building service worker is caught in a stressful situation. What can you do to provide the employee with some immediate relief?
Should George take up his concerns directly with Charlie? And if so, should he do it one-on-one or in the context of the staff meeting?
What will you do if you recognize the man as an employee (of a department other than yours)? Or if you are reasonably certain he is an outsider?
What do you recommend that George do about Charlie’s staff meeting behavior?
Explore the reasons why unions enter healthcare organizations and review the status of healthcare unionization overall.
Develop understanding of why employees turn to unions, addressing some practices of management that move employees toward unions.
Would you recommend that George start addressing this problem by taking it up one-on-one with their mutual middle-manager boss?
What assumptions about his time and your time are implicit in your manager’s behavior?
What help can you legally provide to a small number of employees that ask for your help in getting their union decertified?
Address the subject of burnout, including recognition of the signs of burnout and its usual stages.
Cite the principal reasons why management prefers the organization to remain union free.
The individual who is cornered is not one of your employees. What do you believe is your responsibility, if any, to this employee?
What would you recommend as steps to take to reduce the chances of another employee being subjected to the same behavior?
how supply chains are structured;
show how different supply chains may adopt different and distinctive strategies for competing in the marketplace.
What is meant by the term alignment in relation to supply chain processes? Why is alignment important in setting a strategy for a given supply chain?
If separate parts of the PressCo factory were dedicated to production for WestCo and for EastCo, which would be the more efficient in terms of labour costs and inventory holding?
Suggest logistics performance priorities for the following, explaining why you have come to your conclusions:a a low fare airline such as Ryanair;b a fast food chain such as McDonald’s;c an overnight parcels service such as TNT.
Bill Gates of Microsoft describes the 2000s as ‘business @ the speed of thought’.Discuss the importance of speed in the supply chain. How can speed be increased within the supply chain?
What are the logistics implications to PressCo for delivery reliability to customers WestCo and EastCo?
different ways in which supply chains may choose to compete in the marketplace;
What steps will the supplier need to take in order to satisfy call-off orders from WestCo?
What were the order winners and order qualifiers at the component supplier?
What are the key lessons from this case for dealing effectively with disruptions to the supply chain?
What impact on customer service was this mismatch likely to cause?
How did inventory reduction in the supply chain lead to improved competitiveness at Xerox?
What do you think are the main logistics challenges in running the Tesco operation?
What were the order winners and order qualifiers at TA?
Describe the key logistics processes at Tesco.
the need to align supply chain capabilities with the needs of the endcustomer.
What does flow mean in a supply chain context? Explain how material flow relates to information flow in a supply network.
identify how supply chains compete in terms of time, cost and quality;
identify and explain logistics definitions and concepts that are relevant to managing the supply chain;
Address the problems frequently presented by inappropriate employee attitudes, recognizing that it is necessary to always address the results of behavior rather than attempting to deal with attitude itself.
Provide an overview of the application of coaching and counseling techniques as they relate to behavioral change.
Identify a number of patterns of employee behavior that manifest themselves as representing forms of bad or poor attitude, and suggest how the supervisor might address each of these when encountered.
Prepare the supervisor for the inevitable necessity to occasionally deal with hostile people, whether employees, peers, or others.
Examine the characteristics of the more commonly encountered forms of hostile behavior, and suggest how the supervisor might deal successfully with each.
What, if anything, is wrong with engaging in argument with someone who is angry, upset, and whose position on the issue at hand is definitely wrong?
What are the differences between the power of personality and the power conferred by positional authority? Does the successful supervisor need one or the other or both?
What is the principal hazard of having an otherwise productive employee in the group who is constantly critical of organizational policy?
What do you believe could be an effective way of dealing with the know-it-all employee, and why might this work?
What can the individual supervisor do about employee appearance if the organization has no dress code that applies to all employees?
Suggest how you might deal with an employee who reacts with tears and denial to every criticism regardless of scope or importance.
How can you arrange your own office or work setting to minimize the chances of unintentionally intimidating others?
How would you attempt to stand up to a vocally intimidating individual without engaging in a fight?
Why is it a questionable practice to describe individuals by label or type?
It has been said that anger is often a shield raised in defense of a weak position. Why might this be so?
Do you believe there is anything George can do about Charlie’s staff meeting behavior? If so, how should he proceed?
Do you believe George should take up his concerns directly with Charlie? Why or why not?
Although Teri was well prepared with facts about Anne’s absences, she might have considered a different opening for the disciplinary dialogue. What opening would you suggest? Why?
How did knowing “exactly what was coming” bias Teri in her approach to Anne?
What would you suggest as a possible way of dealing with this employee?
Describe the critical role of the supervisor in addressing complaints and provide guidelines for handling employee complaints.
Furnish the supervisor with specific advice relative to addressing complaints about compensation (wage and salary).
Review particular circumstances the supervisor is likely to face at times, specifically, dealing with multiple complainers simultaneously, dealing with employees who take their complaints directly to higher management, and dealing with chronic complainers.
Establish the position of formal grievances and appeals in the handling of complaints by the supervisor.
Address the critical issue of sexual harassment, and provide procedural guidance for reporting, investigating, and resolving complaints of sexual harassment.
What is the critical error being committed when an employee who reports to you takes a complaint directly to your manager and receives resolution?
Why is it claimed that sexual harassment is a serious and widespread problem? How did it become that?
What do you believe is the one dimension of employee compensation that triggers more complaints than any other? Why?
Describe a set of circumstances under which you might legitimately consider disciplinary action for a chronic complainer.
Under what circumstances would you consider that one employee asking another for a date could constitute sexual harassment?
Why should you avoid dealing with a gang of complainers at one time?Is this not more efficient than meeting with them one at a time?
How can you minimize the likelihood of receiving an employee complaint after a disciplinary action?
Provide one example of potential quid pro quo sexual harassment and one example of hostile environment sexual harassment.
Why might some supervisors prefer the presence of a formal grievance procedure over handling all employee complaints as they arise?
What is the potential hazard in a consensual intimate relationship between two employees? Between an employee and supervisor?
What can you do, if anything, to get this group to open up or otherwise get their complaints out in the open?
How might you go about looking into the allegations concerning the employees who are carrying complaints to your boss?
Establish the importance of personnel retention in maintaining a stable, committed workforce.
Examine the shifting role of loyalty, that of both employee to organization and organization to employee, in today’s healthcare environment.
Consider the principal reasons why employees voluntarily go elsewhere.
Provide guidance for the supervisor to apply in determining whether a genuine retention problem exists in the department or throughout the organization.
Enumerate some specifically targeted employee retention incentives.
Identify a number of critical factors to consider in addressing an organization’s apparent employee turnover problem.
Identify the true elements of turnover and examine the manner in which turnover may be determined.
What do you believe to be the effects, if any, of technological advancement and social progress on organizational and individual loyalty?
How will you respond to a supervisor who says, “Just hire the first one who walks in. If that one doesn’t work out, we can always get another”?
Why, in the present day, are you not likely to see people pursuing careers of 30 or more years with the same employer?
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