Problem #1:

Imagine you are a Production Supervisor for a hand-tool manufacturer, such as Dewalt, Snap-on, or Craftsman. Your boss says "I know you are looking forward to your Hawaii trip next month, but we will be stepping up production and three new employees will be joining your team. I wish you would consider staying to make sure everything goes smoothly."

A. What is the nature of the conflict? (In other words, what is the problem in this situation?)

B. List at least 3 solutions that could resolve this conflict.

C. Which solution do you prefer, and how would you present this to your manager?

Problem #2:

Leonard has worked for the company for seven years. He has been late or absent enough to warrant a decision day off. However, you have the choice of assigning this discipline step or giving him another type of discipline by repeating an earlier step in the process. If he is given the decision day off, any further problem within the next six months will automatically result in dismissal. What will you do?

Until the last year Leonard didn't have an attendance problem. His work was acceptable. He was rated average on the performance evaluation. He did his own job, but didn't seem interested in taking on new responsibilities. One of the things you like about Leonard is that you can count on him to do whatever is needed without complaining. That's more than you can say about some of your employees.

Lately, Leonard seems more tired than usual. You suspect he has a second job that may interfere with his schedule here or may leave him too little time to get adequate rest. He has not mentioned another job at any of the previous times you have talked with him about his attendance. You also know he has a family and it will be difficult for him to find another fulltime job if he loses this one.

Answer the following questions about the case study:

A. What action should be taken in this case?

B. What facts were used in making this decision?

C. What will the company lose or gain by this decision?

D. What specifically will you say to Leonard?

Problem #3:

The Occupational Outlook Handbook, created by the Bureau of Labor Statistics, provides information on what workers do, their work environment, training and qualifications, pay, and other important statistics. The handbook is broken up into "clusters" of similar occupations.

Visit the Occupational Outlook Handbook and browse the Management section. (The link below will take you directly to this section.) Pickthree different jobs under this category and record their 2020 median salary.

https://www.bls.gov/ooh/management/home.htm

A. List the three jobs and salaries you chose.

B. Do you think the salary is appropriate for these jobs? Explain.

C. What do you think are the reasons for the differences in pay?

Problem #4:

You just finished analyzing information for the current compensation and benefits program. You find that some changes should be made, as the majority of employees (you have 120 employees) are not happy with what is being offered. In fact, the plan had not been revised in over fifteen years, making it dated and definitely ready for some changes.

One of the major points of contention is the PTO the organization offers. Employees feel the current system of sick time and vacation time offers too few options. For example, one employee says, "I often come to work sick, so I can still have my vacation time for my vacation." Another employee says, "I have given nine years to this organization, but I receive only three days more than someone who has just started."

Here is the current PTO offering:

1+ Year(s) 7 Days

5+ Year(s) 10 Days

10+ Year(s) 14 Days

A. What cost considerations would you take into account when revising this part of your compensation plan?

B. What other considerations would you take into account when developing a new PTO plan?

C. Propose a new plan and do memo to the company president, Angela Reyes, outlining your ideas.