Homework Help for Management

Hi, Would you have to have notes for chapter 7,8,9,10 for MGMC02?

The values at Enterprise are likely centered around customer service excellence, integrity, and teamwork. In an industry where customer interactions are crucial, these values would guide employees to prioritize customer satisfaction, uphold ethical standards, and support each other’s growth and development. Such values align well with the concept of core principles that drive an organization toward its vision and objectives.

The norms at Enterprise are the expected behaviors and day-to-day practices that reflect the company’s values. For instance, if customer satisfaction is a core value, then employees are likely encouraged to maintain courteous and prompt service, adhere to ethical standards in transactions, and continuously work towards improving service quality. Additionally, teamwork, accountability, and a problem-solving approach would be important norms, helping employees collaborate effectively to meet customer needs and address issues proactively.

Artifacts, the visible expressions of Enterprise’s culture, may include the physical setup of rental locations, dress codes, and methods of recognizing achievements. The layout of rental offices, for example, might be designed for accessibility and cleanliness, reinforcing their commitment to high-quality service. A professional dress code would reflect respect and a customer-oriented approach, while public recognition for high-performing employees could celebrate achievements and reinforce performance standards within the company. 

Looking ahead, Enterprise could benefit from adapting its culture to meet emerging trends and challenges. Enhancing diversity and inclusion within the organization could strengthen its appeal and adaptability. Additionally, adopting a culture that values innovation and flexibility may help Enterprise keep up with digital transformations, such as shifts towards online booking and customer interaction platforms. Lastly, incorporating a focus on sustainability and environmental responsibility would align Enterprise with the increasing Eco-consciousness among consumers. These changes could enhance Enterprise’s competitive position, making it more relevant and attractive to a diverse customer base. 

Comment...

The organizational culture of Enterprise is what made the company so successful in the competitive industry of car rentals when compared to its competitors. The values of an organization set the foundation for how employees and managers should conduct themselves, Enterprise sought to teach their employees the value of hard work and collaboration with their team. Every manager started at the most basic level and worked their way up in the company. They valued leadership skills above academics and leaned toward hiring former college athletes that were used to their team-like structure. The norms of Enterprise were for employees to have a helpful attitude with customers but be competitive when I came to competing with other car rental companies or even their own branches. Managers of each branch were encouraged to be more efficient and productive than other branches by having it tied to the way they were compensated. The artifacts used to enhance the values and norms were the appearance of simplicity when it came to renting a car, stores all had consistent hours with staff that focused on teamwork. In the future Enterprise may want to adjust the competitiveness aspect of their norms since part of this culture could lead to higher employee turnover and tear apart the teamwork that are trying to achieve.

Discussion!!!

Response to this post!

The build-borrow-buy framework is a tool that helps a company determine which manner of growth would be the best way to obtain new resources. Firms can choose to acquire resources on their own through internal development or a firm can choose to ally with, or acquire an existing company. The key points used to make this decision through the build-borrow-buy framework is relevancy, tradability, closeness, and integration. Disney’s expansion and competition against other companies in the 1990s pushed the company to consider the acquisition of Pixar. The acquisition was pretty natural to the companies as they both worked in the same industries, competing for the same employees, and had a history of collaborating with one another on film and R&D projects. This collaboration meant that the two companies were not only very close but that the integration between the two companies wouldn’t be very challenging. The tradability of resources is not very important between the two companies as both of their production processes were largely internal, and the making of movies is largely untradable. The most important consideration that Disney and Pixar were faced with was the relevancy of their resources namely between production, which Pixar specialized in, and distribution, which was Disney’s strong suit. A big part of the negotiation on Disney’s side was determining whether it was better to develop the technology to compete with Pixar internally or to acquire Pixar. Ultimately, Disney’s choice was probably best for both companies as the name and power behind Disney paired nicely with Pixar’s talent in filmmaking.

Any thought on this post?

Disney's acquisition of Pixar was the right decision. Disney and Pixar were the only two companies with their first five full-length films grossing over 100 million. Disney started the competition with the release of Snow White in 1937. The difference between the two companies is that instead of hand-drawing these animations, Pixar used 3D computer-generated models. This method of creating animation was way more feasible and quicker. Not only that but there was nothing like their technology in the market for Disney to try to compete with how fast and better these animations were coming out. The three main benefits of merging with another company are
1. Reduction in competitive intensity 2. Lower costs and 3. Increased differentiation. I believe that all three benefits are at play here, so Disney’s 2006 purchase of Pixar was the right move.

Considering the Build-Borrow-or-Buy perspective, Disney’s animation wasn’t doing well, and building something as successful as Pixar would have taken a long time and lots of resources. Continuing their partnership could have been risky since Pixar wasn’t happy with the deal and could have left for another studio.

By buying Pixar, Disney got access to their talented team, movie ideas, and cutting-edge technology. Again, this technology wasn't on the market. Pixar’s leaders, like John Lasseter and Ed Catmull, helped revive Disney’s animation department, leading to many hits like Ratatouille, WALL-E, Up, Inside Out, etc. Overall, the acquisition brought fresh creativity to Disney and boosted its animation success.

Respond to the discussion: 

CarMax's business-level strategy, CarMax's business-level strategy is best described as a differentiation strategy. This is evident from their focus on providing a unique customer experience, extensive vehicle selection, and rigorous quality checks. Evidence supporting differentiation strategy is the case, which highlights several key aspects that support this conclusion: For customer experience, CarMax offers a no-haggle pricing policy, which simplifies the buying process and builds trust with customers. Extensive selection would be that they provide a wide variety of vehicles, ensuring that customers have numerous options to choose from.  For quality assurance each car undergoes a thorough inspection and reconditioning process, ensuring high quality standards. Carmax’s differentiating strategy could be effective strategy could be effective in other markets where customer experience and product quality are paramount. Examples electronics retail and home appliances. Electronics retail is offering a wide range of products with a focus on customer service and quality assurance. Home Appliances is providing a diverse selection of appliances with transparent pricing and comprehensive warranties. Carmax’s strategy is best described as differentiation.

Reply to this discussion:

CarMax's business-level strategy can be primarily characterized as a differentiation strategy with additional elements of a blue ocean strategy. The company stands out in the used-car market through several key features. These include no-haggle pricing, a straightforward and transparent pricing model that eliminates the typical negotiation process associated with car sales, appealing to customers seeking a hassle-free experience. Additionally, CarMax emphasizes quality assurance by providing a rigorous inspection process and a limited vehicle warranty, enhancing customer trust and perceived value. The focus on exceptional customer experience, a wide selection of vehicles, and a convenient online purchasing process further solidifies CarMax's unique selling proposition, allowing it to charge a premium while attracting a broad customer base. 

Furthermore, by aligning with a blue ocean strategy, CarMax creates a new market space that addresses unmet consumer needs. It eliminates the pain points associated with buying used cars, such as high-pressure sales tactics and concerns over vehicle quality, making the purchasing process more appealing and accessible in a competitive market. Supporting evidence includes positive customer feedback regarding the no-haggle pricing and overall buying experience, data showing strong brand loyalty through repeat customers and referrals, and market growth statistics demonstrating CarMax's ability to capture market share despite competition from traditional dealerships. 

This business model could also be applicable in other markets requiring transparency, customer trust, and a simplified purchasing process, such as home appliances, furniture retail, electronics, and even real estate, where a streamlined and transparent process could alleviate common frustrations. In conclusion, CarMax's strategy effectively combines differentiation with elements of a blue ocean approach, successfully addressing consumer pain points in the used-car market while demonstrating potential for application in other industries.

respond to discussion post 

Regarding the element, diagnosis, I believe that 23andMe does include this. For example, internal environment factors within this company include providing extensive genetic information which include health risks, inherited conditions, and ancestry, which appeals to health-conscious and research-minded consumers. In the article it also states that by 2013, 23andMe had tested nearly 450,000 consumers, particularly in a time of increased public awareness of genetic testing. Lastly 23andMe has secured significant investments from prominent backers like Google Ventures, Johnson & Johnson, and various venture capitalists, as well as grants from the National Institute of Health, providing financial stability and resources for growth. Some external environment factors are a significant percentage of Americans expressing interest in genetic testing and the desire to use genetic information for health management, therefore 23andMe is positioned to capitalize on this trend. Also, The company sees potential in working with government health systems to utilize its database for public health improvements and cost savings, which could provide substantial revenue streams and further legitimacy.

Regarding the element, guiding policy, I believe 23andMe does not include this. By creating a guiding policy, 23andMe can address competitive challenges, enhance its market position, and drive growth through innovation and strategic collaborations. Finding a  comprehensive approach that aligns with the company's strengths and opportunities while understanding potential risks and weaknesses can help the company thrive. 

Lastly regarding the element, coherent actions, I believe 23andMe does not include this. In order to achieve this 23andMe should take an approach to have the FDA approve their business. They should work with government health agencies and public health organizations to use genetic data for public health initiatives, such as disease prevention programs and targeted health interventions. Another idea is they can create programs that leverage genetic data to improve population health management and preventive care strategies. They also can advocate for the integration of genetic testing into public health policies and practices.

23andMe's strategy includes the three elements of diagnosis, guiding policy, and coherent actions. The company has identified that it needs to improve its customer service experience, increase its target market, and develop new products and services. There are a few areas where the company can improve its strategy moving forward. The company should invest more in marketing and branding in order to establish a stronger presence in its target markets. 23andMe should focus on improving its data and analytics capabilities in order to better understand customer needs and create more effective marketing strategies. Finally, the company should continue to invest in research and development of new products and services in order to stay ahead of the competition. By taking these steps to improve its strategy, 23andMe can continue to be successful in its operations management efforts. With a clear strategy that includes all three elements of diagnosis, guiding policy, and coherent actions, 23andMe can ensure that it is well-positioned to meet the needs of its customers and stay competitive in the marketplace. 23andMe should focus on improving its data and analytics capabilities in order to better understand customer needs. 

please the note is about turnover intention assessing so please summarize the data analysis and

triangulate with objectives that are 

1. To determine the employee's intention to leave the Ethiopian Food and drug Authority
2. To determine the staff turnover rate Ethiopian Food and drug Authority
3. To determine the major causes of employee turnover Ethiopian Food and drug Authority.

This section presents the questionnaires issued and the ones that were returned to the researcher for analysis. The response rate from the study as per the questionnaires received is presented in  the following manner.

Table 4.1 Response Rate

 Questionnaires

Frequency

Percent (%)

Returned

197

81.74%

unreturned

44

18.25%

Total

241

100

Source: Research Data (2024)

The researcher disseminated 241 questionnaires. Among those questionnaires, 207 of them are returned accounting for 86 %., whereas 44 of the questionnaires, or 14% of the questionnaires are not returned.

The first part of the questionnaire contained demographic information of the participants. Moreover, the questionnaire includes a limited amount of information related to the personal and professional characteristics of the respondents. These are gender, age, and grade level.

Table 4.2 : Gender

Frequency

Percent (%)

Male

115

58.37 %

Female

82

41.62 %

Total

 197         

100%

Source: Research Data (2024)

From the above table, it is concluded that respondents 115, or 58.3 % are male. Whereas 82 or 41.6% of them are female.

Table 4.3 : Age

Frequency

Percent (%)

Less than 25

3

1.5 %

25-35

69

35 %

35-45

81

41 %

45-55

40

20.3 %

55-65

4

2.3 %

Total

197

100 %

Source: Research Data (2024)

Table 4.3 showed as 3 of the respondents or 1.5 % have less than 25 years, whereas 69 or 35% of them are between 25-35.  81 of them are between 35-45 that accounts 41 %. 40 or 20.3 % of the respondents are between 45-55. This accounts 20.3 %. 4 of the respondents are between 55-65, that accounts 2.3 %.

Table 4.4:  Educational background

Frequency

Percent (%)

10+1 complete

4

2 %

10+2 complete

3

1.5 % 

Diploma holder

5

2.5 %

First degree

109

55.4 %

Second degree  

76

38.6 %

Ph.D.

-

Total

197

100 %

  Source: Research Data (2024)

When we see the educational background of the respondents 4 of them are 10+1 complete that is, 2 % , whereas 3 of them are 10+2 complete ,that accounts 1.5 %  , 5 of them are diploma holder that accounts 1.5 %. 109 of the respondents are first degree holder that accounts 55.3 % and 76 of them are second degree holder that makes 38.5 %.

Figure 4: Educational background

Table 4.5: Work experience of the respondents

Frequency

Percent (%)

Less than a year

-

-

1-3 years

14

7.1 %

3-6 years  

85

43.14%

6-9 years

61

30.96%

More than 9 years   

37

18.78%

Total

197

100%

Source: Research Data (2024)

From the above table 14 of the respondents or 7 % of them are the work experience 1-3 years, 85 of them are work experience between 3-6 years, and 61 of them or 30.9% have work experience between  6-9 years,  and 37 of them have work experience more than 9 years.

Figure 5: Work experience of the respondents

Table 4.6: Marital status  

Frequency

Percent (%)

Married 

117

59.3 %

Single

80

40.6 %

Total

197

100 %

Source: Research Data (2024)

From the above table 117 of the respondents are married , that accounts 59.3 % and 80 of them are single that accounts 40.6 %.

Figure 6:  Marital status  

Table 4.7: There is employee turnover in the organization.

Frequency

Percentage

Strongly Agree

45

22.8 %

Agree

130

66%

Neutral

15

7.6%

Disagree

5

2.5%

Strongly Disagree

3

1.5%

Total

197

100%

Source: Research Data (2024)

Regarding employees turnover in the organization 45 of the respondents responded they are strongly agree that accounts 22%, similarly, 130 of them are responded agree that makes 66%. Whereas 15 of them are neutral that makes 9.6%, 5 of them or 2.5% are responded they are disagree and 3 of them are responded they are strongly disagree that makes 1.5%.

Figure 7: There is employee turnover in the organization.

Table 4.8: There is high turnover in your organization

Frequency

Percentage

Strongly Agree

56

28.4%

Agree

114

57.8%

Neutral

14

7.1%

Disagree

6

3%

Strongly Disagree

7

3.5%

Total

197

100%

Source: Research Data (2024)

From the above result the researcher concluded that 56 or 28% of the respondent responded that they are strongly agree; whereas 114 of them are responded agree. This accounts 57.8%. 14 of them are replied neutral that accounts 7.1%.  From the respondents 6 of them are replied disagree that accounts 3%. The remaining 7 replied disagree that is 3.5%.

Figure 8: There is high turnover in your organization

Table 4.9: You want to stay with your current organization if greater job opportunities are available elsewhere

Frequency

Percentage

Strongly Agree

2

1%

Agree

3

1.5%

Neutral

10

5%

Disagree

85

43 %

Strongly Disagree

97

49%

Total

197

100%

Source: Research Data (2024)

The above table has shown that among the respondents 2 of them are replied that  they are strongly agree and this accounts 1%, whereas 3 of the respondents replied that they are agreed and this is 1.5%. 10 of the respondents replied they are neutral in the issue and this is 5%. Whereas 85 of the respondents or 43% answered disagree, and 97 of the respondents  replied strongly disagree that accounts 49%.

Figure 9: You want to stay with your current organization if greater job opportunities are available elsewhere

Table 4.10 : You are satisfied with the salary provided by the organization

Frequency

Percentage

Strongly Agree

--

--

Agree

--

---

Neutral

10

5%

Disagree

83

40.6

Strongly Disagree

104

51.7%

Total

197

100%

    Source: Research Data (2024)

From the above table it is concluded that 10 of the respondents replied neutral that accounts 5% , where as 83 or 40.6% of the them answered disagree. The remaining 104 or 51.7% replied strongly disagree. 

Figure 10: You are satisfied with the salary provided by the organization

Table 4.11: You have an Intention to Leave the Ethiopian Food and Drug Authority

Frequency

Percentage

 Strongly Agree

110

55.8%

Agree

80

40.6%

Neutral

5

2.5%

Disagree

2

1.01%

Strongly Disagree

-

-

Total

197

100%

    Source: Research Data (2024)

The above table has shown as 110 or 55.8% of the respondents replied strongly agree, where as 80 of the respondents replied agree that accounts 40.6%. In the other case 5 of the respondents replied they are neutral and this accounts 2.5%. 2 of the respondents replied disagree  that accounts 1.01%.

Figure 11: You have an Intention to Leave the Ethiopian Food and Drug Authority

Table 4.12: You have the intention to leave the organization in any situation without obtaining the job

Frequency

Percentage

Strongly Agree

75

38.07%

Agree

95

48.2%

Neutral

15

7.6%

Disagree

7

3.5%

Strongly Disagree

5

2.5%         

Total

197

100%

Source: Research Data (2024)

The above table has shown that 75 of the respondents replied strongly agree that accounts 38.07%.  95 or 48.2% of the respondents answered agree. 15 of the respondents replied neutral that accounts 7.6%.    In other case 7 of the respondents replied disagree. It is 3.5%.  5 of the respondents answered strongly disagree that accounts 2.5%.

Figure 12: You have the intention to leave the organization in any situation without obtaining the job

Table 4.13: You are satisfied with your current job

Frequency

Percentage

Strongly Agree

-

-

Agree

-

-

Neutral

11

5.5%

Disagree

100

50.7%

Strongly Disagree

86

43.6%

Total

197

100%

Source: Research Data (2024)

For the question that says do you satisfy with your current job, 11 or 5.5 %of the respondents replied they are neutral. Whereas 100 of the respondents replied disagree. This is 50.7%.   86 of the respondents’ answered strongly disagree and this is 43.6%.  

Figure 13: You are satisfied with your current job

Table 4.14: You are satisfied with your payment in the organization of your work experience

Frequency

Percentage

Strongly Agree

-

-

Agree

-

-

Neutral

-

-

Disagree

121

61.4%

Strongly Disagree

76

38.5%

Total

197

100%

Source: Research Data (2024)

The above table has shown that 121 of the respondents responded disagree and 76 of the respondents replied strongly disagree and they have the percentage of 61.4%, 38.5% respectively.

Figure 14: You are satisfied with your payment in the organization of your work experience

Table 4.15: The organization has a reward system to motivate the employees

Frequency

Percentage

Strongly Agree

-

-

Agree

4

2%

Neutral

24

12.1%

Disagree

118

59.8%

Strongly Disagree

51

25.8%

Total

197

100%

Source: Research Data (2024)

Table 4.13 has shown that 4 of the respondents replied they are agreed that is 2%, whereas 24 or 12.1% of them are responded neutral, 118 of them are answered disagree and this accounts 59.8%, 51 of them are replied strongly disagree and this accounts 25.8%.  

Figure 15: The organization has a reward system to motivate the employees

Table 4.16: There is a workload in the organization

Frequency

Percentage

Strongly Agree

4

2%

Agree

140

71%

Neutral

4 

2%

Disagree

21

10.6%

Strongly Disagree

28

14.2%

Total

197

100%

Source: Research Data (2024)

The above table has shown that among the respondents 4  of them replied strongly agree and this accounts 2% ,whereas 140 of them responded agree and this is 71%.  4 of them responded neutral that is 2%, and 21 or 10.6% of the respondents replied disagree and the remaining 28 or 14.2% replied strongly disagree.

Figure 16: There is a workload in the organization

Table 4.17: There is team spirit with all your coworkers on job-related activities.

Frequency

Percentage

Strongly Agree

20

10.1%

Agree

35

17.7 %

Neutral

50

25.03 %

Disagree

57

28.9 %

Strongly Disagree

35

17.7 %

Total

197

100%

Source: Research Data (2024)

From the above table it is concluded that 20 or 10.1% of the respondents replied strongly agree, whereas 35 of them are answered agree that is 17.7%. 50 of the respondents responded 25.03%, 57 of them responded disagree that is 28.9%, in the other case 35 of the respondents replied strongly disagree that is 17.7%.

Figure 17: There is team spirit with all your coworkers on job-related activities.

Table 4.18: Your immediate boss supports you in job-related activities

Frequency

Percentage

Strongly Agree

4

2%

Agree

86

43.6%

Neutral

41

20.8%

Disagree

46

23%

Strongly Disagree

20

10%

Total

197

100%

Source: Research Data (2024)     

For the question that said your immediate boss supports you in job-related activities 4 or 2% of the respondents answered strongly disagree, where as 86 of them are replied agree and this is 43.6%.  in the other case 46 or 23% of the respondents are neutral. 46 of the respondents are responded their disagreement and this is 23%. Finally 20 of them are expressed their strongly disagreement and this is 10%.

Figure 18: Your immediate boss supports you in job-related activities

Table 4.19: You are committed to accomplishing the vision of the organization

Frequency

Percentage

Strongly Agree

76

38.5%

Agree

104

52.7%

Neutral

17

8.6%

Disagree

-

-

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)     

For the question that said you are committed to accomplishing the vision of the organization 76 or 38.5% of the respondents answered strongly disagree, whereas 104 of them are replied agree and this is 52.7%.  In the other case 17 or 8.6% of the respondents are neutral.

Figure 19: You are committed to accomplishing the vision of the organization

Table 4.20: The organization's top management is committed to creating a conducive environment for the employees

Frequency

Percentage

Strongly Agree

-

-

Agree

61

30.9%

Neutral

52

26.3%

Disagree

84

42.6%

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)

For the questions the organization's top management is committed to creating a conducive environment for the employees 61 or 30.9 % of the respondents replied agree, whereas 52 of them replied neutral that is 26.3% and 84  42.6% of the respondents replied disagree. 

Figure 20: The organization's top management is committed to creating a conducive environment for the employees

Table 4.21: The workload is divided equally among all members

Frequency

Percentage

Strongly Agree

-

-

Agree

131

66.4%

Neutral

17

8.6%

Disagree

49

24.8%

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)

Table 4.16 has shown that 131 of the respondents replied that they are agreed and this accounts 66.4%.   17 or 8.6% of the them are neutral , 49 of the respondents or 24.8 are replied that they are disagreed.

Figure 21: The workload is divided equally among all members

Table 4.22: You are assigned according to your specialty

Frequency

Percentage

Strongly Agree

8

4%

Agree

131

66.4%

Neutral

17

8.6%

Disagree

41

20.8%

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)

Table 4.16 has shown that 8 of the respondents replied strongly agree that is 4%, 131 or 66.4% of them are agreed , 17 of the respondents are neutral and this is 8.6%, and finally 41 of the respondents expressed their disagreement and this is 20.8% .

Figure 22: : You are assigned according to your specialty

Table 4.23: Your supervisor is an influential person to shape you

Frequency

Percentage

Strongly Agree

-

-

Agree

49

24.8%

Neutral

55

27.9%

Disagree

92

46.7%

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)

For the question that says your supervisor is an influential person to shape you 49 of the respondents replied agree that accounts 24.8%. where as 55 or 27.9 % of the respondents are neutral in the issue, 92  or 46.7 of them are disagree.

Figure 23: Your supervisor is an influential person to shape you

Table 4.24: Enough autonomy is allowed in your job.

Frequency

Percentage

Strongly Agree

-

-

Agree

89

45.1%

Neutral

26

13.1%

Disagree

82

41.6% 

Strongly Disagree

-

-

Total

197

100%

Source: Research Data (2024)

The above table shows that 89 or 45.1% of the respondents replied agree,26, or 13.1% of them are neutral on the issue, and 82 of them disagree which is 41.6%.

Figure 24: Enough autonomy is allowed in your job.

The results of interviews conducted with the general and vice directors of the organization are presented in the following sections. The results are used to compare the findings of data analyzed from the questionnaire.

1. What are the root causes of employee turnover at the Ethiopian Food and Drug Authority?

The majority of pharmaceutical employees are exposed to a variety of substances. Furthermore, the monthly income offered by the organization is inadequate as compared to other private institutions. Other authority inspectors working in border areas face danger in many circumstances and may not receive proper police protection. 

The authority has delivered service to local and foreign food, medicine, and medical equipment importers, distributors manufacturing organizations, NGOs, and hospitals.

 The customers who come to the organization to get services tell them to leave my office and join their company and get better pay and opportunities.  As a result, the majority of those employees have left the organization

1. Are there any strategies to solve this problem?

   The authority is doing several activities, to solve the questions raised by the employees. Because the office is responsible for civil service, wage increases are not allowed; nonetheless, a draft of the guidelines has been produced and presented to the government to give alternative incentive mechanisms with additional benefits in various ways. Besides an attempt has also been made to establish a pleasant working atmosphere.

1. Does the Ethiopian Food and Drug Authority habitually conduct exit interviews? If your response is no, please mention the reason

Yes, of course. When employees submit their resignation letters, we talk to them about what pushed them to leave their jobs consult with them on how to solve them, and make them change their ideas. 

1. Does the organization have the habit of motivating employees based on their job performance?

This was practiced before but it was stopped due to the government's directive with the cause of extravagant outlay. However, there is a process of recognizing employees who have done different progressive work.

1. How do you see the impact or consequence of this problem?

Intrinsic motivation is the pillar of success. However, the motivation style of the organization is not appropriate. this condition will have will reduce their motivation and desire to innovate and create new things and this condition will cause serious problems as a service provider organization.

 I can answer to your questions  only related to Mangement for $1-$5  with in short time my mail id is [email protected]

Hi 

Can you please share what is the book used for the OPER 3006 course? 

MGTA02 Managing Business Organization

in today's business world, the role of the manager is becoming increasingly limited. He or she acts as an intermediary between management and the team, just like a channel for transmitting information. what do you think about the real responsibility that the manager must assume in the workplace?

PharmaPlus Operates a chain of 30 pharmacies. The Pharmacies are staffed by licensed pharmacists and pharmacy technicians. The company currently employs 85 full time equivalent pharmacists(combination of full-time and part-time) and 175 full-time equivalent technicians. Each spring management reviews current staffing levels and makes hiring plans for the year. A recent forecast of the priscriptions load for the next year shows that at least 250 full time equivalent employees(pharmacists and technicians) will be required to staff the  pharmacies. The personal departments expects 10 pharmacists and 30 technicians to leave over the next year. To accomodate the expected attrition and prepare for future growth, management stated that atleast 15 new pharmacists must be hired. In addition, pharma plus new service quality guidelines specify no more than two technicians per licensed pharmacists. The average salary for licensed pharmacists is $ 40 per hour and the average salary for technicians is $10 per hour. 1) Determine a minimum cost staffing plan for Pharma plus. How many pharmacists and technicians are needed? 2) Given current staffing levels and expected attrition, how many new hires(if any) must be made to reach the level recommended in part (a)?