Read the "Fit Stop Ltd" case attached. Which managerial strategy would be most effective for this firm? Given what you know about Susan Superfit, which managerial strategy do you think she would prefer to use. Does this match your choice? Attachments medical colleges of the university. Employees in positions allocated to this class are exerienced technologists who conduct complex tests and/or provide supervision and thain ing to technologists assisting with complex tests or performing common tests. Their work involver the analysis of predominantly biological materials and proceses in support of a variety of specialized areas, such as bacteriology, immunology, parasitology, virology, etc. This class is distinguished from the Medical Laboratory Technologist I by the complariy of tasks performed, judgment factors involved, responsibility for work output, and ele involvement in training and supervision of junior staff. Their work is subject to general supervision and direction, usually by a member of faculty, bur these employees indepen: dently organize and supervise the work of their assistants and laboratories. TYPICAL DUTIES AND RESPONSIBILITIES 1. Perform complex and specialized diagnostic analysis using manual and automated techniques. 2. Operate and maintain a variety of complex scientific equipment, ensuring accurate calibration and reliability of results. 3. Verify procedures, evaluate effectiveness of experiments, and modify or develop techniques and/or procedures as required. 4. Provide demonstration and problem-solving consultation involving compler equipment and/or diagnostic techniques and procedures to students in an undergaduate or graduate teaching environment, or on a one-to-one bavis with students as required. 5. Parvicipate in the selection and assume responsibility for the training, assigning, and reviewing of the work of subordinate staff or less experienced staff engaged in semiskilled or skilled work; supervise students in the use of equipment and facilities. 6. Assist individual faculty members with tesearch projects by carrying out expesiments, urually involving relatively advanced techniques and procedures, and analyze and report on tesults. 7. Search published scientific papers for information relating to specific projecta. 8. Perform administrative work related to the units such ar budgeting, advising on the purchase of material and capital equipment, maintaining appropriate inventory and reconds, ete. DESIRABLE QUALIFICATIONS Several years of work experience related to the position assignment including demoostrated supervisory experience. Grade 12 and either a technical ichool diploma in laboratory technology with ART standing, or a univenity degree relating to the poritie assignment. Current cerrification as a regirtered technologirt with the Canadian Sociery of Laboratory Technologists (CSLT). THE FIT STOP LTD. The Fit Stop Lid, is a brand-new firm that will open its doon exactly four monith from today, Its busines objective is to sell all types of training, fitness, conditioning. and exercise equipment to the general public. The Fit Stop plans to specialize in thim APPEIDIX equipment and to provide customen with penonalized advice geared to a customer's specific training or conditioning needs ( cg.trainingforaparticularsport,rehabilitation from injuries, strengthening of back muscler to deal with back pain, general conditioning and finess), whether the customer is cight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injunics or chronic back pain) and a penon with a bachelor's degree in kinetiology (to provide advice on training for various sports or other physical activities). A saif member will even sit down with curtemen and develop a perionalized training or conditioning progam that meets their own specific objectives and needs, at no cost to the curtomer. The remainder of the staff in the nore will conist of a manazer, with a Bachelor of Commerce degree, and sales staff, who will have at leaut high school diplomas. Due to the long opening houn, it is expected that between 8 and 12 salerpeople will be needed for each store. Because the stores are located in shopping malls, they will operate on a seven-day-a-week basis, open 9:00-9:00 weekdays, 9:00-6:00 Saturdays, and noon to 6:00 on Sundayk. Aside from personally helping customen, the roles of the physiotherapist and kinesiologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation perposes. Initially, sales staft will be given general training, but as time goes by, each saleiperson will be expected to learn in depth about all the different pieces of equipment, to help cuitomen diagnose their aeeds acctarately, and to be able to explain proper use of the equipenent. Because of the high level of training required, all employees will be full-time. The founder of the busines is Suran Superfit, who has undergaduate degrees in kiaesiology and commerte from the Univerity of Saskatchesan. While at university, she participated in many sports (and suffered many injuries due to her all-out style of play). She came up with the idea for this busines while laid up with one of ber injuries While there were businesses that sold firneu and conditioning equipment, she often found that the peopie selling it had very limited knowledge and often gave poor advice on what to buy and how to use it: She has secured funding from private investors and froms Growthworki, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchaing and to beat conpetinon into the market, she wants to itart off quite large, with stores in major cities in Ontatio and the four western provinces, before expanding to Quebec and the Allantic prowinces. She knows that thit is a risky strategy and that cost control will be esential to keep the besiness going long enough to become well known and develop a stable clientele. She does net expect the business to make a profit for at least one year, or maybe even twa. Her main competitos will be iporting goods megatores and depurtment and dis. count stores, each of which sells some of the same equipment Some of these outlets will be able to price their equipment lower than The fit Srop will be able to, but none have the ringe of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her busines ruccess will be highly motivated and knowledgeable employees who have a strong concen for their cuitomen and who are able to work as a team with the other employeer to provide the bet posible customer service. Since no two cuutomerr are eractly ahike, enployers will have to be itnorative in developing solutions that fit their needs. It will also be crucial to keep up with the latest finew and staining trendr, a knowledge aboer fitnes a continually increas. ing. Along with new and different typer of specislized equiperient. A kity aipect of Man company strategy is to be the most up-to-date and advanced supplier of new prodace and techniques. Although Susan has given a lot of thought to her business, one thing she hatet really given much thought to is how to compensate her employees. Since she doest? really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing. HENDERSON PRINTING Henderson Printing is a small- to medium-ized manufacturer of account books, ledgens, and various types of record books used in business. Located in Halifix, the company han annual sales of about $12 million, mostly in the Atiantic provinces. The owner, George Hendenon, is a firm believer in making a high-quality prodect that will stand up to many years of use. He uies only high-grade paper, cover stock, and binding materials. Of course, this has led to high production costs and high prices. He also believes in a high level of customer service and is willing to make the products io customers' specifications whenever they so request. However, resetting the equipmem time and, of course, also drives up costs. The firm employs about 80 people, most of whom work in production. The finm has a few supervisors to ovenee production, but their responsibilities are not clearly spelled out, so the supervisons often contradict one another. There is no system for scheduling production; in fict, there are few systems of any kind. Whenever there is a problem. everyone knows that you have to go to George if you expect a definite answer. The company also has several salespeople who travel throughout the Atlantic region; most of them are relatives of George or his wife. The company has one bookkeeper to keep records and issue the paycheques, and several office employees to handle routine administrative chores. The firm has no specialists in accounting, marketing. human rewources, or production; George handles these areas himself, although he ham no real training and little interest in any of them except production. He focuses mort of his altention on ensuring product quality and on dealing with the countless problems that everyone brings to him every day. He has often been heard to exclaim, in his crazal? as he deals with each of these problems. When George was growing up, boeh his parents (his facher was a printer and his mother was a scamstress in a garment factory) had to work hard in order to scratch out a living for their faemily. In those days, employen who showed litrle consideration for theie employees were the norm, and George resolved that things would be different if he ree became an employer. Today, George tries hard to be a benevolent employer. Although he feels the organization cannot afford any formal employee benefits, be often keeps sid worken on payroll for a considerable time, eipecially if he knows, the often ketps. family to suppont. George is well liked by mone, eppecially if he inows the worker has a et in unionization during the few approaches made by union organizen. George has no formal system for pay and tends to make all pay decisions on the spur of the moment, so almout everybody has a different pay rate. He has never gotten around to giving annual raises, so any edmployee who wants a raine has to approach him He gives rises to most people who approach him, but the amount depends on his mood at the time and on how well he knows the employee. For cuapple, if the firm has juse lont a major customec, taikes are lower, and if the firm has jusc booked a large order, they APBerox are higher. They are also higher if he knows the employee has a family to support, or if the employee's spouse has been laid off, or if the employee has added a new member to the family. George believes that a good employer should recognize the contributions made by employees during the year, So every Christmas, if profits allow, he gives merit bonuses to employees, which he says are based on their contributions to the firm. One day in early December, he sits down with his employee list, in alphabetical order, and pencils in an amount next to each name. Everybody gets something, but the amounts vary greatly, If he can associate a fice with the name (which is difficult sometimes, because new employees seem to turn over a lot), he tends to give larger bonuses. And if he can remember something such as a cheerful attitude, the bonuses are higher still. But if he remembers anyone complaining about that employee for some reason or another (he aseally can't recall the exact reasons), the employee gets a smaller bonus. Not surprisingly, longerterm employees tend to receive much higher bonuses than new employees. He has noticed this tendency, but assumes that if an employee has been with the firm longer, that person muat be more produetive, so this is fair. He personally diurbetes the bones cheques on the last working day before Christmas. Since he has just tumed 60, George is planning to retire in the next year or two and turn the business over to his daughter, Georgette fiendernon, who is just finishing her commerce degree at Dalhousie Univenity. Ironically, it was on the day of his 60 th birthday that his bookkeeper informed him that thete wav't enough money in the bank account to meet payroll. MULTI-PRODUCTS CORPORATION It is early February, Late last year, the firm you work for, Multi-Products Corporation, acquired the rights to a new rype of golf club, invented by a retired machinist who had been a lifelong golfer until his untimely demise fit rums out that golfing during a lightning storm is not such a great idea). The machinist had produced only a few sets of the clubs, but their superiocity over existing clubs was wo pronounced that word of his invention had spread far and wide. Fortunately for him (for his eatate, actually, he had patented the detign of these clubs, so nobody could copy them. Multi-Products Corporation has numeroes divisions, each producing different products in the sporting goods field. The company has never produced golf equipment of any kind, and plans to set up a separate divition to produce and distribute the new clubs. You found out yeiterday that you have been selected to head the new divition. Corporate management will provide you with all the financial resources you need to grt the division going and will also help you suff the divaion with experienced manngen from the parent corporation. Because of their confidense in you, thanagrinent hat given you complete frectom to organize and copetate the dimision as yo Your first task is to decipr the organization structure. But you recognize that before doing so, you need to undertand some iny apech about the organization and its context. Market research iuggeats that the demand for your prodoct will be utrong and stable. This demand will not be very pricesenuitive, since solfen who want your product will generally be willing to pay what it takes to get it. Therefore, it will be relarively eavy for you to wecure diutributors. In fact, 0ee diatributor is willing to agree to a fouryear sales contract for your equipmest, with a fined volume and a fived price. This detnbutor. NPPENOX