SCENARIO 1-2 Sheena Black, Manager of Operations at New Age

question 38

Multiple Choice

SCENARIO 1-2 Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is facing the challenge of keeping the company's manufacturing operations profitable while keeping costs down and employees satisfied with their jobs.Over the years, Sheena has developed a leadership style that she calls a "walk-about" manager-she spends time on the plant floor observing and assisting employees and other managers as necessary.She has also adopted a series of contingency plans to guide problem solving in unusual situations.
Sheena Black knows that her organization's success is dependent upon understanding the various disciplines which have contributed to the field of organizational behaviour.She knows that the next several years will require some major changes not only in the technology used by the company, but in the establishment of programs and initiatives to assist other managers and employees in overcoming workplace challenges.Sheena has identified the following priorities she will need to address:
-Empowering employees to enable them to assume greater responsibility and share decision making;
-Facilitating a2n improved climate of quality and excellence to challenge competitors in the marketplace;
-Developing a new style of leadership and management which will value diversity and respect individuals in a supportive type of environment; and
-Carefully examining the whole realm of working conditions and devising strategies to create better job satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can develop new skills and managers can learn new ways of dealing with the problems of combining technology and human effort.
William Smith, Sheena's boss, suggested that Sheena examine employee turnover and the effects and costs of turnover to the company.Upon careful examination of the financial records in her department, Sheena noted that the following was a major cost

• A)design and development of new evaluation forms.
• B)orientation programs for new employees.
• C)resistance to new employees by the HR department.
• D)recruitment, selection and training of new employees.
• E)resentment of new employees by existing employees.

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Definitions:

Late 19th Century

The final decades of the 19th century, a time of industrial growth, cultural change, and the lead-up to major global events and shifts in the early 20th century.

Sense Of Community

A feeling of belonging and mutual support among members of a community, often contributing to members' identity and commitment to group activities and goals.

Diverse

Exhibiting variety or inclusion of different types of people (such as different races or cultures), ideas, or elements.

Fragmented Cities

Urban areas that are divided into separate parts due to socio-economic, ethnic, or political factors, often leading to disparities in resource allocation and living conditions.