Review on Qatar Airways Washington DC Office?
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Category: Home Science
Market development
Using your analysis of the strategic plan from the Wk 2- Strategic Plan Research assignment, complete the following:
Analyze in 350 to 525 words the:
Purpose of the strategic plan
Key objectives:
Market development and how your ideas fit
Process improvement
Development of people
Product/service – How do you deliver? Is there a way to improve quality over time to differentiate?
Key performance indicators (KPIs) to measure performance over time
Recommend initiatives to support your objectives to improve the strategic plan.
Identify ways to adapt to the changing business environment
Governing labor laws
consider the following scenario:In the nonunion facility where you work in a human resources (HR) role, there have been rumors of union-organizing activity. There are numerous reports of e-mails to hourly employees at their work e-mail addresses seeking support for union representation. Pamphlets detailing workers’ rights and suggesting that voting in a union will increase pay and benefits have been distributed in various areas of the facility and in the parking areas.As the human resources (HR) representative, the company’s management asks for your advice and guidance on whether a union has the right to contact workers through their work e-mail addresses and distribute pamphlets on company property. They want to know what the company can do to respond to these tactics and to the union’s message that it can enhance workers’ pay and benefits.Prepare a proposal that includes your analysis and evidence-supported argument for the proper actions the company should take. Include the following:
Identify any governing labor laws as well as any historical influences, legal precedents, or decisions that apply to this situation.
Conduct an analysis of legality of the union-organizing actions, including communications using employer e-mail and distributing literature at the employer’s facility.
Propose a strategy that outlines the actions the company can and cannot take to limit or combat union-organizing actions.
Provide guidance on the messages and information employers can and cannot communicate in response to union organizing activity and legal risks associated with common tactics.
Should be a minimum of two pages, not including the title and reference pages. You are required to use a minimum of three sources
Project ManagerWord-Tech
Project ManagerWord-Tech is a medium-sized firm that designs and manufactures electronic
systems for the mass transit industry. It competes with other firms to win contracts to
provide such systems. When Word-Tech receives a contract, it creates a project to
complete the work. Most projects range from $10 million to $50 million in cost and
from one to three years in duration. Word-Tech can have 6-12 projects going on at
any one time, in various stages of completion some just starting and others finishing.
Word-Tech has a handful of project managers who report to the general manager;
other people report to their functional manager. For example, the electronics
engineers all report to the manager of electrical engineering, who reports to the
general manager. The functional manager assigns particular individuals to work on
various projects. Some people work full time on a project, whereas others split their
time among two or three projects. Although individuals are assigned to work for a
project manager on a specific project, administratively they still report to their
functional manager.
Jack Kowalski has been with the company for about 12 years, since graduating
from college with a BS in electronic engineering. He has worked his way up to senior
electronics engineer and reports to the manager of electrical engineering. He has
worked on many projects and is well respected within the company. Jack has been
asking for an opportunity to be a project manager. When Word-Tech is awarded a $15
million contract to design and manufacture an advanced electronics system, the
general manager promotes Jack to project manager and asks him to run this project.
Jack works with the functional managers to get the best people available assigned
to the project. Most of the people are buddies who have worked with Jack on previous
projects. However, with Jack s position as senior electronics engineer vacant, the
manager of electrical engineering has no one with the appropriate level of expertise
to assign to Jack s project. So the manager hires a new person, Alfreda Bryson. Lured
away from a competitor, Alfreda has a Ph.D. in electronic engineering and eight years
experience. She was able to command a high salary more than Jack is making. She is
assigned to Jack s project full time as the senior electronics engineer.
Jack takes a special interest in Alfreda s work and asks to meet with her to discuss
her design approaches. Most of these meetings turn into monologues, with Jack
suggesting how Alfreda should do the design and paying little attention to what she
says.
Finally, Alfreda asks Jack why he is spending so much more time reviewing her
work than that of the other engineers on the project. He responds, “I don t have to
check theirs. I know how they work. I’ve worked with them on other projects. You re
the new kid on the block, and I want to be sure you understand the way we do things
here, which may be different than at your previous employer.”
On another occasion, Alfreda shows Jack what she thinks is a creative design
approach that will result in a lower-cost system. Jack tells her, “I don t even have a
Ph.D. and I can see that that won’t work. Don’t be so esoteric; just stick to basic sound
engineering.”
During a business trip with Dennis Freeman, another engineer assigned to the
project who has known Jack for six years, Alfreda tells him that she is frustrated with
the way Jack treats her. Jack is acting more like the electronics engineer for the project
than the project manager, she tells Dennis. Besides, I have forgotten more about
designing electronics than Jack ever knew! He really isn’t up to date on electronic
design methodologies. discuss the matter with the manager of electrical engineering
and that she would never have taken the job with Word-Tech if she had known it was
going to be like this.
CASE QUESTIONS
1. Do you think Jack is ready to serve as a project manager? Why or why not?
How could Jack have prepared for his new role?
2. What is the major problem with the way Jack interacts with Alfreda?
3. Why do you think Alfreda has not had an open discussion with Jack about the
way he is treating her? If Alfreda approaches Jack directly, how do you think
he will respond?
4. How do you think the manager of electrical engineering should respond to
this situation?
5. What should be done to remedy the situation?
6. What could have been done to prevent the situation?
Project ManagerWord-Tech
Project ManagerWord-Tech is a medium-sized firm that designs and manufactures electronic
systems for the mass transit industry. It competes with other firms to win contracts to
provide such systems. When Word-Tech receives a contract, it creates a project to
complete the work. Most projects range from $10 million to $50 million in cost and
from one to three years in duration. Word-Tech can have 6-12 projects going on at
any one time, in various stages of completion some just starting and others finishing.
Word-Tech has a handful of project managers who report to the general manager;
other people report to their functional manager. For example, the electronics
engineers all report to the manager of electrical engineering, who reports to the
general manager. The functional manager assigns particular individuals to work on
various projects. Some people work full time on a project, whereas others split their
time among two or three projects. Although individuals are assigned to work for a
project manager on a specific project, administratively they still report to their
functional manager.
Jack Kowalski has been with the company for about 12 years, since graduating
from college with a BS in electronic engineering. He has worked his way up to senior
electronics engineer and reports to the manager of electrical engineering. He has
worked on many projects and is well respected within the company. Jack has been
asking for an opportunity to be a project manager. When Word-Tech is awarded a $15
million contract to design and manufacture an advanced electronics system, the
general manager promotes Jack to project manager and asks him to run this project.
Jack works with the functional managers to get the best people available assigned
to the project. Most of the people are buddies who have worked with Jack on previous
projects. However, with Jack s position as senior electronics engineer vacant, the
manager of electrical engineering has no one with the appropriate level of expertise
to assign to Jack s project. So the manager hires a new person, Alfreda Bryson. Lured
away from a competitor, Alfreda has a Ph.D. in electronic engineering and eight years
experience. She was able to command a high salary more than Jack is making. She is
assigned to Jack s project full time as the senior electronics engineer.
Jack takes a special interest in Alfreda s work and asks to meet with her to discuss
her design approaches. Most of these meetings turn into monologues, with Jack
suggesting how Alfreda should do the design and paying little attention to what she
says.
Finally, Alfreda asks Jack why he is spending so much more time reviewing her
work than that of the other engineers on the project. He responds, “I don t have to
check theirs. I know how they work. I’ve worked with them on other projects. You re
the new kid on the block, and I want to be sure you understand the way we do things
here, which may be different than at your previous employer.”
On another occasion, Alfreda shows Jack what she thinks is a creative design
approach that will result in a lower-cost system. Jack tells her, “I don t even have a
Ph.D. and I can see that that won’t work. Don’t be so esoteric; just stick to basic sound
engineering.”
During a business trip with Dennis Freeman, another engineer assigned to the
project who has known Jack for six years, Alfreda tells him that she is frustrated with
the way Jack treats her. Jack is acting more like the electronics engineer for the project
than the project manager, she tells Dennis. Besides, I have forgotten more about
designing electronics than Jack ever knew! He really isn’t up to date on electronic
design methodologies. discuss the matter with the manager of electrical engineering
and that she would never have taken the job with Word-Tech if she had known it was
going to be like this.
CASE QUESTIONS
1. Do you think Jack is ready to serve as a project manager? Why or why not?
How could Jack have prepared for his new role?
2. What is the major problem with the way Jack interacts with Alfreda?
3. Why do you think Alfreda has not had an open discussion with Jack about the
way he is treating her? If Alfreda approaches Jack directly, how do you think
he will respond?
4. How do you think the manager of electrical engineering should respond to
this situation?
5. What should be done to remedy the situation?
6. What could have been done to prevent the situation?
Project ManagerWord-Tech
Project ManagerWord-Tech is a medium-sized firm that designs and manufactures electronic
systems for the mass transit industry. It competes with other firms to win contracts to
provide such systems. When Word-Tech receives a contract, it creates a project to
complete the work. Most projects range from $10 million to $50 million in cost and
from one to three years in duration. Word-Tech can have 6-12 projects going on at
any one time, in various stages of completion some just starting and others finishing.
Word-Tech has a handful of project managers who report to the general manager;
other people report to their functional manager. For example, the electronics
engineers all report to the manager of electrical engineering, who reports to the
general manager. The functional manager assigns particular individuals to work on
various projects. Some people work full time on a project, whereas others split their
time among two or three projects. Although individuals are assigned to work for a
project manager on a specific project, administratively they still report to their
functional manager.
Jack Kowalski has been with the company for about 12 years, since graduating
from college with a BS in electronic engineering. He has worked his way up to senior
electronics engineer and reports to the manager of electrical engineering. He has
worked on many projects and is well respected within the company. Jack has been
asking for an opportunity to be a project manager. When Word-Tech is awarded a $15
million contract to design and manufacture an advanced electronics system, the
general manager promotes Jack to project manager and asks him to run this project.
Jack works with the functional managers to get the best people available assigned
to the project. Most of the people are buddies who have worked with Jack on previous
projects. However, with Jack s position as senior electronics engineer vacant, the
manager of electrical engineering has no one with the appropriate level of expertise
to assign to Jack s project. So the manager hires a new person, Alfreda Bryson. Lured
away from a competitor, Alfreda has a Ph.D. in electronic engineering and eight years
experience. She was able to command a high salary more than Jack is making. She is
assigned to Jack s project full time as the senior electronics engineer.
Jack takes a special interest in Alfreda s work and asks to meet with her to discuss
her design approaches. Most of these meetings turn into monologues, with Jack
suggesting how Alfreda should do the design and paying little attention to what she
says.
Finally, Alfreda asks Jack why he is spending so much more time reviewing her
work than that of the other engineers on the project. He responds, “I don t have to
check theirs. I know how they work. I’ve worked with them on other projects. You re
the new kid on the block, and I want to be sure you understand the way we do things
here, which may be different than at your previous employer.”
On another occasion, Alfreda shows Jack what she thinks is a creative design
approach that will result in a lower-cost system. Jack tells her, “I don t even have a
Ph.D. and I can see that that won’t work. Don’t be so esoteric; just stick to basic sound
engineering.”
During a business trip with Dennis Freeman, another engineer assigned to the
project who has known Jack for six years, Alfreda tells him that she is frustrated with
the way Jack treats her. Jack is acting more like the electronics engineer for the project
than the project manager, she tells Dennis. Besides, I have forgotten more about
designing electronics than Jack ever knew! He really isn’t up to date on electronic
design methodologies. discuss the matter with the manager of electrical engineering
and that she would never have taken the job with Word-Tech if she had known it was
going to be like this.
CASE QUESTIONS
1. Do you think Jack is ready to serve as a project manager? Why or why not?
How could Jack have prepared for his new role?
2. What is the major problem with the way Jack interacts with Alfreda?
3. Why do you think Alfreda has not had an open discussion with Jack about the
way he is treating her? If Alfreda approaches Jack directly, how do you think
he will respond?
4. How do you think the manager of electrical engineering should respond to
this situation?
5. What should be done to remedy the situation?
6. What could have been done to prevent the situation?
MFTs have approached working with diverse clients.
Discuss different ways that MFTs have approached working with diverse clients.
Use your own words to define cultural humility.
Reflect on the readings for this week and cultural humility. Then, identify one concept or idea that you have taken away from this that you could integrate into your work as an MFT.
Consider a scenario in which a client is “different” in a way that you might find yourself reactive to (this could be based on any “difference”: physical, socioeconomic, sexual orientation, gender, belief system, political stance, etc.). Discuss this possible difference and why you feel it causes reactivity within you.
Consider the same scenario and reflect on how you feel you could best address this reactivity within yourself.
MFTs have approached working with diverse clients.
Discuss different ways that MFTs have approached working with diverse clients.
Use your own words to define cultural humility.
Reflect on the readings for this week and cultural humility. Then, identify one concept or idea that you have taken away from this that you could integrate into your work as an MFT.
Consider a scenario in which a client is “different” in a way that you might find yourself reactive to (this could be based on any “difference”: physical, socioeconomic, sexual orientation, gender, belief system, political stance, etc.). Discuss this possible difference and why you feel it causes reactivity within you.
Consider the same scenario and reflect on how you feel you could best address this reactivity within yourself.
MFTs have approached working with diverse clients.
Discuss different ways that MFTs have approached working with diverse clients.
Use your own words to define cultural humility.
Reflect on the readings for this week and cultural humility. Then, identify one concept or idea that you have taken away from this that you could integrate into your work as an MFT.
Consider a scenario in which a client is “different” in a way that you might find yourself reactive to (this could be based on any “difference”: physical, socioeconomic, sexual orientation, gender, belief system, political stance, etc.). Discuss this possible difference and why you feel it causes reactivity within you.
Consider the same scenario and reflect on how you feel you could best address this reactivity within yourself.
MFTs have approached working with diverse clients.
Discuss different ways that MFTs have approached working with diverse clients.
Use your own words to define cultural humility.
Reflect on the readings for this week and cultural humility. Then, identify one concept or idea that you have taken away from this that you could integrate into your work as an MFT.
Consider a scenario in which a client is “different” in a way that you might find yourself reactive to (this could be based on any “difference”: physical, socioeconomic, sexual orientation, gender, belief system, political stance, etc.). Discuss this possible difference and why you feel it causes reactivity within you.
Consider the same scenario and reflect on how you feel you could best address this reactivity within yourself.