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Part 3 Case Studies (Worth a total 12 marks) Read each of the following cases and fully answer the questions at the end. YOU MUST DO ALL THREE QUESTIONS (TWO FOR THE FIRST CASE AND ONE FOR THE SECOND CASE). Answers must contain sufficient detail. Answers to the first case will be a couple of paragraphs in length and answers to the second case longer. First Case - Quality Challenge Maria Walker has been working for the last several years in the research and development department of a semiconductor manufacturing company employing 120 staff. Because of her "good people skills", Maria has recently been asked to take on the role of human resources coordinator. Maria knows the job will be a challenge but is very excited at this opportunity to advance her career. The H.R coordinator she is to replace was not well liked and recently left the company under a cloud after giving management poor advice. This coordinator was perceived as a "nit picker" who would often challenge staff over trivial issues. Company HR policies were interpreted literally and without any flexibility. For example, if a staff member was only five minutes late in coming back from lunch, they would be reminded of the "hours of work and break times" regardless of their performance. A number of other problems within the organization have also added to eroded trust in management. The final straw was the dismissal of a well-liked employee by the previous human resources coordinator. The general opinion among the other employees is that this staff member was poorly treated and should have been reinstated by senior management. Staff felt angry and frustrated when the general manager refused to meet with a deputation of staff over his dismissal. Since then, loyalties have been divided and many staff support the former employees claim against the company for unfair dismissal. Quite apart from this latest issue, morale has been declining for some months. Last month a major contract was lost, when the contractor complained about poor quality of service and errors in reporting. There is increasing pressure from management for productivity improvements, and this has caused fear among staff that there may be job losses in the push for improved quality and performance. Maria raised some of her concerns about the HR coordinators position with the General Manager when he first offered her the position. He said he had no choice but to support of the other HR coordinators' decision, and staff were not aware of the full story. He also told Maria he "wanted to look to the future" and was prepared to give her a "free reign" over a six-month trial period prior to making the appointment permanent. The General Manager has asked Maria to focus on setting up effective Human Resource strategies (including developing a code of ethics) to improve morale and achieve a "Quality" culture. 11a) Is this a relationship or constructive conflict? Explain your answer (Worth 3 marks). b) What kind of leadership would be help the General Manager and Maria improve the environment and what would be the key elements they would need to consider? (Worth 3 marks).Case Studies These cases will be discussed together in lab with your instructor. Answer the questions as part of the report. 1. A 93 year old female is transported to the emergency department from her nursing home because of dangerously low blood pressure. She is bedridden because of advanced dementia from Alzheimer's disease. She is no longer verbal. The nurses' notes from the nursing home say she has had severe diarrhea for several days and is not taking in much fluid or food orally. Her blood pressure is very low at 80/55, with normal being about 120/80. Her serum (blood) sodium is high at 160, with normal being about 140. Do you expect her blood osmolality to be high, low, or normal? Why is her serum sodium high? What kind of IV solution would you give her and why? 2. A patient comes in to the emergency department with severe confusion and headache. She is a healthy 25 year old who ran her first marathon today. The day was hot and she was coached by her friends to "stay hydrated" during the race. She sweated profusely and drank lots of water. Towards the end of the run she became very confused. She fell down. Although she did not lose consciousness, she was unable to get up without assistance. Her friends brought her to the ED immediately. Do you expect her blood osmolality to be high, low, or normal? What about her serum sodium? Why do you think she is confused? What kind of IV solution would you give her and why?SECTION 2: CASE STUDIES Read the case studies that follow, and answer the questions that follow each case study. Each question (#6 and #7) is worth a total of 10 marks. . Point form is acceptable. 6. Case Study (from HRM. Steen, Noe, Hollenbeck, Gerhart, & Wright) Rohini Anand, global chief diversity officer at Sodexo, a global food services and facilities management company, collected, analyzed, and shared data showing the value of gender diversity. She conducted a study of the company's 50,000 managers in 80 countries from executive to site management levels to quantify the impact of gender balance in management. Anand's findings revealed that gender balance in management significantly related to improved financial performance, employee engagement, and client retention. She found that teams with a management male-female ratio of between 40 and 60 percent delivered the consistently best results on both financial and non-financial performance indicators. Specific results of Sodexo's internal study found that gender-balanced management entities had: better employee engagement: +4 points higher gross profits: +23 points stronger brand image: +5 points Anand's study also determined that globally, 56 percent of Sodexo's employees currently work in a team with gender-balanced leadership. In Canada, Sodexo reports that 87 percent of its management teams are gender-balanced One of the action items moving forward, is the creation of gender-balanced targets for leaders For example, Sodexo's global CEO, Michel Landel, has set a goal that by 2025 at least 40 percent of Sodexo's 1400 global senior leaders will be women (a total of 560 women leaders). To ensure that goal is reached, 10 percent of senior leaders' bonuses are based on their yearly progress toward that goal.Sodexo Canada recently announced the appointment of its first female President - Suzanne Bergeron. Bergeron had been the vice-president of human resources and is based in Montreal Sodexo Canada has more than 10,000 employees and has been recognized for five consecutive years as one of Canada's Best Diversity Employers. Questions: 1. What is your reaction to Sodexo's goal that by 2025, at least 40 percent of senior global leaders will be women? What could go wrong? What must go right? 2. Why do you think Sodexo teams with gender-balanced leadership achieve higher levels of performance than teams that do not have gender-balanced leadership