Scenario based question - Application 2 In 1975, Fred Ferret opened Wollongong Wire Works (www) - a wireloom foundry in the heart of Wollongong's industrial area. Over the next 30 years he built his business up to be the number one provider of wire looms in Australia. Fred pinned his success on his no-nonsense authoritarian, task-based leadership style something he associates with his command training in Vietnam. In 2015, his list of clients included: Telstra, Ford Australia, Optus and Andrew Antennas, with annual sales of, respectively: $3.5 million, $2.8 million, $1.8 million, and $1 million. He employed 250 staff In manufacturing, 25 staff in warehousing, 16 staff in administration and 32 staff in sales Fred's business is now suffering large setbacks due mainly to the COVID-19 Novel Coronavirus crisis, and in March of 2020 he lost two of his biggest clients. As a result, Fred has had to reduce his workforce by 40%. Currently, however, he is planning to expand into South East Asia, and potentially get the jump on his competitors as soon as the virus-related travel bans are lifted. Early engagement across his business networks show that in Japan, Taiwan and Malaysia alone he can project an additional $10 million in sales for the financial year 2020/21. Fred is now facing a problem even larger than his original problem. He has too few skilled workers to meet the demands of these new contracts. He also needs additional sales and technical staff to work overseas. Further, his recently laid-off workers are bitter with their recent redundancies and refuse to be re-employed. Rumours have since spread through the Wollongong community that these workers had a poor work ethic and were not organisational focused, having low OCB (organisational citizenship behaviour), and Fred tried everything he could to retain them. Each also received generous payouts. Fred occasionally teaches at Wollongong University, where Te is well received by students Gender Male 75% and staff. This correction gave Fred an idea for a Female possible solution to his problem. He is negotiating Age 19 10% 20 with the university and TAFE to take the top 150 15% 20% high achieving students from three classes: 22 25% management, marketing, and electrical engineering. This will give him a new staff of 150 24 20% workers ready to start in four weeks. These Study Electrical 65% students though, have had no previous work Management 25% experience in this industry. Many have not even Marketing 10% worked before. Most of the students are in their Work experience Bar work 25% early twenties. They are all of Australian ethnicity Restaurants 15% and are mainly male. A breakdown of these Retail students can be found in Table 1. Fred feels Work-related 10% however, that given their lack of experience, No work exp 27% he will need to establish tight job descriptions Table 1. Breakdown of student demographics and work orders. 25% 21 23 10% 20% Scenario based question - Application 2 In 1975, Fred Ferret opened Wollongong Wire Works (www) - a wireloom foundry in the heart of Wollongong's industrial area. Over the next 30 years he built his business up to be the number one provider of wire looms in Australia. Fred pinned his success on his no-nonsense authoritarian, task-based leadership style something he associates with his command training in Vietnam. In 2015, his list of clients included: Telstra, Ford Australia, Optus and Andrew Antennas, with annual sales of, respectively: $3.5 million, $2.8 million, $1.8 million, and $1 million. He employed 250 staff In manufacturing, 25 staff in warehousing, 16 staff in administration and 32 staff in sales Fred's business is now suffering large setbacks due mainly to the COVID-19 Novel Coronavirus crisis, and in March of 2020 he lost two of his biggest clients. As a result, Fred has had to reduce his workforce by 40%. Currently, however, he is planning to expand into South East Asia, and potentially get the jump on his competitors as soon as the virus-related travel bans are lifted. Early engagement across his business networks show that in Japan, Taiwan and Malaysia alone he can project an additional $10 million in sales for the financial year 2020/21. Fred is now facing a problem even larger than his original problem. He has too few skilled workers to meet the demands of these new contracts. He also needs additional sales and technical staff to work overseas. Further, his recently laid-off workers are bitter with their recent redundancies and refuse to be re-employed. Rumours have since spread through the Wollongong community that these workers had a poor work ethic and were not organisational focused, having low OCB (organisational citizenship behaviour), and Fred tried everything he could to retain them. Each also received generous payouts. Fred occasionally teaches at Wollongong University, where Te is well received by students Gender Male 75% and staff. This correction gave Fred an idea for a Female possible solution to his problem. He is negotiating Age 19 10% 20 with the university and TAFE to take the top 150 15% 20% high achieving students from three classes: 22 25% management, marketing, and electrical engineering. This will give him a new staff of 150 24 20% workers ready to start in four weeks. These Study Electrical 65% students though, have had no previous work Management 25% experience in this industry. Many have not even Marketing 10% worked before. Most of the students are in their Work experience Bar work 25% early twenties. They are all of Australian ethnicity Restaurants 15% and are mainly male. A breakdown of these Retail students can be found in Table 1. Fred feels Work-related 10% however, that given their lack of experience, No work exp 27% he will need to establish tight job descriptions Table 1. Breakdown of student demographics and work orders. 25% 21 23 10% 20%