Should there be more communication for Front Line workers?

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Should there be more communication for Front Line workers?

Discuss why labor leaders have tried to repeal Section 14(b) (the right-to-work section) of the Taft-Hartley Amendments since its passage in 1947?

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Discuss why labor leaders have tried to repeal Section 14(b) (the right-to-work section) of the Taft-Hartley Amendments since its passage in 1947?

Linda Yang, a labor relations specialist, wants each side to leave the negotiating table well satisfied. Yang is best advised to use which style of conflict management?

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Linda Yang, a labor relations specialist, wants each side to leave the negotiating table well satisfied. Yang is best advised to use which style of conflict management?
A. competitive
B. collaborative
C. accommodative
D. sharing

Does Jeff Ballinger have a convincing argument about Nike? Does Nike have a convincing response? 2. How well has Nike handled the publicity surrounding its labor practices?

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Does Jeff Ballinger have a convincing argument about Nike? Does Nike have a convincing response? 2. How well has Nike handled the publicity surrounding its labor practices? Could or should the company have done anything differently? 3. What is a fair wage in Vietnam? How should Nike think about it?1 PAGE.

“Why DeBartolo v. Florida Gulf Trades Council and NLRB 8 U.S. 1461 (1988) is important in American Labor Law history?

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“Why DeBartolo v. Florida Gulf Trades Council and NLRB 8 U.S. 1461 (1988) is important in American Labor Law history?(Hints: relate to industrial relations, 300-500 words)”.

Under what conditions is ethically defensible to outsource production to producers in the developing world who have much lower labor costs when such actions involve laying off long term employees in the firm’s home country?

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Under what conditions is ethically defensible to outsource production to producers in the developing world who have much lower labor costs when such actions involve laying off long term employees in the firm’s home country?

Recommend how the American labor market can lower the direct labor costs of technology products while remaining competitive with the Asian market.

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Recommend how the American labor market can lower the direct labor costs of technology products while remaining competitive with the Asian market. 150 words

Clark Heter is an industrial engineer at Lyons Products. He would like to determine whether there are more units produced on the night shift than on the day shift.

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Clark Heter is an industrial engineer at Lyons Products. He would like to determine
whether there are more units produced on the night shift than on the day shift. Assume
the population standard deviation for the number of units produced on the day shift is
21 and is 28 on the night shift. A sample of 54 day-shift workers showed that the mean
number of units produced was 345. A sample of 60 night-shift workers showed that the
mean number of units produced was 351. At the .05 significance level, is the number of
units produced on the night shift larger?

Fred Johnson wants to open a new business. Fred realizes that construction of a new building is not feasible, so he needs a preexisting building that he can modify for his business.

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Making Location Decisions

Fred Johnson wants to open a new business. Fred realizes that construction of a new building is not feasible, so he needs a preexisting building that he can modify for his business. Fred’s assistant located four possible locations with buildings that are currently unoccupied. Together they scored each of the four location alternatives around each factor. The scores are shown below:

Scores
Factor Alt. #1 Alt. #2 Alt. #3 Alt. #4
Overall Building Condition 90 85 50 75
Ease of Modification 80 90 95 85
Parking Availability 55 100 60 85
Visibility/Traffic 90 60 80 85
Electrical Capacity 70 80 95 90
Cost 70 70 95 75

1. After a first glance at the scores, what would be your top choice for location?

He identified six criteria for decision-making and gave them importance weights shown below:

Factor Importance Weight
Overall Building Condition 0.25
Ease of Modification 0.25
Parking Availability 0.05
Visibility/Traffic 0.15
Electrical Capacity 0.10
Cost 0.20

Now use the multifactor method, determine the best alternative location, and enter the scores below. Was it the same as your first glance?

Multifactor Scores
Factor Alt. #1 Alt. #2 Alt. #3 Alt. #4
Overall Building Condition
Ease of Modification
Parking Availability
Visibility/Traffic
Electrical Capacity
Cost
Total Score

2. Fred finds that his first alternative has been sold, and the remaining three alternatives are too close to call. So in an effort to determine which location would be best, he uses a breakeven analysis. He develops a plan, estimates material and labor costs, and determines the fixed costs for each alternative location. That cost data is found below:

Site No. Fixed Costs Labor Cost/Hour ($) Labor Cost/Job ($) Materials Cost/Job ($) Variable Cost/Job Total ($)
1 58,000 6.75 202.50 437.50 640.00
2 80,000 7.30 219.00 266.00 485.00
3 42,000 8.10 243.00 609.00 852.00

Compare site 1 to site 2, and site 1 to site 3 to determine the effective cutoff points. At what times will sites 1, 2, or 3 be the least cost sites?

Riverside Metal Works produces cast bronze valves on a 10-person assembly line. On a recent day, 160 valves were produced during an 8-hour shift.

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Riverside Metal Works produces cast bronze valves on a 10-person assembly line. On a recent day, 160 valves were produced during an 8-hour shift.
A) Calculate the labor productivity of the line.
B) The operations manager was able to change the layout and increase production to 180 units per 8-hour shift. What is the new labor productivity per labor hour?
C) What is the percentage of productivity increase?

Riverside Metal Works produces cast bronze valves on a 10-person assembly line. On a recent day, 160 valves were produced during an 8-hour shift.

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Riverside Metal Works produces cast bronze valves on a 10-person assembly line. On a recent day, 160 valves were produced during an 8-hour shift.
A) Calculate the labor productivity of the line.
B) The operations manager was able to change the layout and increase production to 180 units per 8-hour shift. What is the new labor productivity per labor hour?
C) What is the percentage of productivity increase?

The ill-fated Trophy Project was in trouble right from the start. Reichart, who had been an assistant project manager, was involved with the project from its conception. When the Trophy Project was accepted by the company, Reichart was assigned as the project manager.

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The Trophy Project
The ill-fated Trophy Project was in trouble right from the start. Reichart, who had been an assistant project manager, was involved with the project from its conception. When the Trophy Project was accepted by the company, Reichart was assigned as the project manager. The program schedules started to slip from day one, and expenditures were excessive. Reichart found that the functional managers were charging direct labor time to his project but working on their own “pet” projects. When Reichart complained of this, he was told not to meddle in the functional manager’s allocation of resources and budgeted expenditures. After approximately six months, Reichart was requested to make a progress report directly to corporate and division staffs.
Reichart took this opportunity to bare his soul. The report substantiated that the project was forecasted to be one complete year behind schedule. Reichart’s staff, as supplied by the line managers, was inadequate to stay at the required pace, let alone make up any time that had already been lost. The estimated cost at completion at this interval showed a cost overrun of at least 20 percent. This was Reichart’s first opportunity to tell his story to people who were in a position to correct the situation. The result of Reichart’s frank, candid evaluation of the Trophy Project was very predictable. Nonbelievers finally saw the light, and the line managers realized that they had a role to play in the completion of the project. Most of the problems were now out in the open and could be corrected by providing adequate staffing and resources. Corporate staff ordered immediate remedial action and staff support to provide Reichart a chance to bail out his program.
The results were not at all what Reichart had expected. He no longer reported to the project office; he now reported directly to the operations manager. Corporate staff’s interest in the project became very intense, requiring a 7:00 A.M. meeting every Monday morning for complete review of the project status and plans for recovery. Reichart found himself spending more time preparing paperwork, reports, and projections for his Monday morning meetings than he did administering the Trophy Project. The main concern of corporate was to get the project back on schedule. Reichart spent many hours preparing the recovery plan and establishing manpower requirements to bring the program back onto the original schedule.
Group staff, in order to closely track the progress of the Trophy Project, assigned an assistant program manager. The assistant program manager determined that a sure cure for the Trophy Project would be to computerize the various problems and track the progress through a very complex computer program. Corporate provided Reichart with twelve additional staff members to work on the computer program. In the meantime, nothing changed. The functional managers still did not provide adequate staff for recovery, assuming that the additional manpower Reichart had received from corporate would accomplish that task.
After approximately $50,000 was spent on the computer program to track the problems, it was found that the program objectives could not be handled by the computer. Reichart discussed this problem with a computer supplier and found that $15,000 more was required for programming and additional storage capacity. It would take two months for installation of the additional storage capacity and the completion of the programming. At this point, the decision was made to abandon the computer program.
Reichart was now a year and a half into the program with no prototype units completed. The program was still nine months behind schedule with the overrun projected at 40 percent of budget. The customer had been receiving his reports on a timely basis and was well aware of the fact that the Trophy Project was behind schedule. Reichart had spent a great deal of time with the customer explaining the problems and the plan for recovery. Another problem that Reichart had to contend with was that the vendors who were supplying components for theproject were also running behind schedule.
One Sunday morning, while Reichart was in his office putting together a report for the client, a corporate vice president came into his office. “Reichart,” he said, “in any project I look at the top sheet of paper and the man whose name appears at the top of the sheet is the one I hold responsible. For this project your name appears at the top of the sheet. If you cannot bail this thing out, you are in serious trouble in this corporation.” Reichart did not know which way to turn or what to say. He had no control over the functional managers who were creating the problems, but he was the person who was being held responsible.
After another three months the customer, becoming impatient, realized that the Trophy Project was in serious trouble and requested that the division general manager and his entire staff visit the customer’s plant to give a progress and “get well” report within a week. The division general manager called Reichart into his office and said, “Reichart, go visit our customer. Take three or four functional line people with you and try to placate him with whatever you feel is necessary.” Reichart and four functional line people visited the customer and gave a four-and-a-half-hour presentation defining the problems and the progress to that point. The customer was very polite and even commented that it was an excellent presentation, but the content was totally unacceptable. The program was still six to eight months late, and the customer demanded progress reports on a weekly basis. The customer made arrangements to assign a representative in Reichart’s department to be “on-site” at the project on a daily basis and to interface with Reichart and his staff as required. After this turn of events, the program became very hectic.
The customer representative demanded constant updates and problem identification and then became involved in attempting to solve these problems. This involvement created many changes in the program and the product in order to eliminate some of the problems. Reichart had trouble with the customer and did not agree with the changes in the program. He expressed his disagreement vocally when, in many cases, the customer felt the changes were at no cost. This caused a deterioration of the relationship between client and producer.
One morning Reichart was called into the division general manager’s office and introduced to Mr. “Red” Baron. Reichart was told to turn over the reins of the Trophy Project to Red immediately. “Reichart, you will be temporarily reassigned to some other division within the corporation. I suggest you start looking outside the company for another job.” Reichart looked at Red and asked, “Who did this? Who shot me down?”
Red was program manager on the Trophy Project for approximately six months, after which, by mutual agreement, he was replaced by a third project manager. The customer reassigned his local program manager to another project. With the new team the Trophy Project was finally completed one year behind schedule and at a 40 percent cost overrun.

Citing evidence from the case, do you think senior management managers was were supportive and committed? What evidence do you have from the case study to substantiate your views?

2.What would you have done differently?

Show, using supply and demand for labor diagrams for Divisions I and III, the effect a new ruling allowing Division III schools to pay athletes a one-time bonus for enrolling at their schools.

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Show, using supply and demand for labor diagrams for Divisions I and III, the effect a new ruling allowing Division III schools to pay athletes a one-time bonus for enrolling at their schools.

what are the acts associated with the labor unions, collective bargaining and associated terminology?

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what are the acts associated with the labor unions, collective bargaining and associated terminology?

Review the major laws affecting labor-management relations

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THIS IS FOR A HUMAN RESOURCE MANAGEMENT CLASS: Review the major laws affecting labor-management relations. Based on your review, what are the pros and cons of labor unions for employees? For employers? Please answer in 225 words or less and cite url or references used for class discussion.

Predict what the labor management atmosphere would be like if this partnership had not been in place for all these years.

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Visit the Kaiser Permanent History of Partnership Website, located at http://lmpartnership.org/what-is-partnership/history- partnership. Predict what the labor management atmosphere would be like if this partnership had not been in place for all these years. (150 words)

Predict what the labor management atmosphere would be like if this partnership had not been in place for all these years.

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“Labor Management Partnership at Kaiser Permanente” Please respond to the following:
Predict what the labor management atmosphere would be like if this partnership had not been in place for all these years.
Determine the three primary goals of the agreement.

200 words

please give a one page analysis on Marx’s alienation of workers and its relation to fetishism of commodities.

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please give a one page analysis on Marx’s alienation of workers and its relation to fetishism of commodities.
a textual analysis
not an explanation of the two terms
point form
single spaced
one page
your view on both term and their link
include citations and bibliography

What do you think about collective bargaining rights, etc.?

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What do you think about collective bargaining rights, etc.? Is the problem with the bargaining rights themselves or with the fact that so many organizations (including whole states–like California, for example) have agreed to so many “bargains” that they are LITERALLY going bankrupt trying to fulfill their obligations to retired workers?

“Labor just another commodity.” Please refute this statement. Please support your answer.

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“Labor just another commodity.” Please refute this statement. Please support your answer.

Describe two ways that key features of the traditional

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Describe two ways that key features of the traditional (“New Deal”) pattern of industrial relations in the United States differ from the key features found in the joint (“participatory”) pattern of industrial relations in the United States. Which pattern do you believe is the most beneficial to employee? Why?

Labor and Variable Manufacturing Overhead Variances Hollowell Audio, Inc., manufactures military-specification compact discs. The company uses standard to control its costs. The labor standards that have been set for one disc are as follows:

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Labor and Variable Manufacturing Overhead Variances
Hollowell Audio, Inc., manufactures military-specification compact discs. The company uses standard to control its costs. The labor standards that have been set for one disc are as follows:
STANDARD STANDARD RATE STANDARD
HOURS PER HOUR COST
6 minutes $24.00 $2.40
During July, 2,125 hours of direct labor time were required to make 20,000 discs. The direct labor cost totaled $49,300 for the month.

Explain and illustrate why a company would estimate the amount of factory overhead assigned to individual jobs or job lots.

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Explain and illustrate why a company would estimate the amount of factory overhead assigned to individual jobs or job lots.

What are some of the pros and cons of using newer communications technologies when communicating with organizational workforces in different geographical areas?

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What are some of the pros and cons of using newer communications technologies when communicating with organizational workforces in different geographical areas?

To make a batch of 1,000 units, it is estimated that 120 direct labor hours are required at a cost of $10 per hour. Direct material costs are estimated at $1,500 per batch. The overhead costs are calculated based on an overhead rate of $7.50 per direct labor hour. The item can be readily purchased from a local vendor for $4 per unit.

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To make a batch of 1,000 units, it is estimated that 120 direct labor hours are required at a cost of $10 per hour. Direct material costs are estimated at $1,500 per batch. The overhead costs are calculated based on an overhead rate of $7.50 per direct labor hour. The item can be readily purchased from a local vendor for $4 per unit.

(a) Should the batch be manufactured or purchased?
(b) What is the break-even value for the overhead rate (dollars per direct labor hour)? Assume that the material costs, labor hours and labor cost do not change.

An individual’s personality traits can be a contributing factor to successful management, good decision-making, and productivity.

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An individual’s personality traits can be a contributing factor to successful management, good decision-making, and productivity.

The president of Hill Enterprises, Terri Hill, projects the firms aggregate demand requirements over the next 8 months as follows:

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The president of Hill Enterprises, Terri Hill, projects the firms aggregate demand requirements over the next 8 months as follows:

Jan 1,400 May 2,200
Feb 1,600 June 2,200
Mar 1,800 July 1,800
Apr 1,800 Aug 1,400

Plan A: Vary the workforce level to execute a “chase” strategy by producing the quantity demanded in the prior month. The December demand rates of production crew both 1,600 units per month. The cost of hiring additional workers is $5,000 per 100 units. The cost of laying off workers is $7,500 per 100 units. Evaluate this plan.

A firm wants to develop a level material use schedule based on the following data. What should be the setup cost? Desired lot size: 60 Annual demand: 40,000 Holding cost: $20 per unit per year Daily production rate: 320 Work days per year: 250

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A firm wants to develop a level material use schedule based on the following data. What should be the setup cost?
Desired lot size: 60
Annual demand: 40,000
Holding cost: $20 per unit per year
Daily production rate: 320
Work days per year: 250

a)$0.45
b)$4.50
c)$45
d)450
e)$500

Explain collective bargaining and its use in correctional agencies. Why were/are correctional administrators concerned by it? Do you think it is good that correctional employees have collective bargaining? Why, or why not?

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Explain collective bargaining and its use in correctional agencies. Why were/are correctional administrators concerned by it? Do you think it is good that correctional employees have collective bargaining? Why, or why not?

I have a presentation on the broad topic of LABOUR MARKET where I have to present on the positives of the labour market, with examples. What are some of the positives of the labour market as a whole?

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I have a presentation on the broad topic of LABOUR MARKET where I have to present on the positives of the labour market, with examples.

What are some of the positives of the labour market as a whole?