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Week8 Case Study HR Legal Issues Question Answers

Question Description

Fully answer the questions associated with each case below and upload your completed document in the dropbox below.There are 6 cases, with 10 questions spread among them. Each question is worth 10 points for a total of 100 points.

Secnario: You are a paralegal with the Weyland-Yutani Corporation. Your boss attorney, Sharon Ripley, has asked you do answer some questions about some HR legal issues that have arisen.

Case 1

The first case involves Joe Stromboli. Joe is a delivery driver for Weyland, and after an accident, Joe became 100% deaf in both ears. The doctors were unable to restore any of Joe’s hearing. Joe’s manager, Stephanie, believes that communication with employees and the recipients of the deliveries is an essential function of the job. Additionally, Joe needs to be able to participate in the team meetings. Joe’s manager was unsure whether to proceed, so she referred the case to the Weyland-Wutani medical staff. The medical employee took one look at Joe and said no accommodation is possible. When asked why, the doctor said “Joe’s deaf.” Joe was terminated, and he has now filed a suit for failure to reasonably accommodate.

The job description for a Weyland-Yutani delivery driver states that the employee must be able to maintain a Commercial driver’s license. Additionally, delivery drivers are expected to take orders from various employees. This is ordinarily done via hand radio. However, Joe has a cell phone capable of receiving text messages and emails that could allow him to take orders. Furthermore, Joe has offered to carry a pen and paper around so that communication could also be done this way. Joe’s deafness had no effect on maintaining his CDL, and the firm expects it would make these accommodations fairly cheaply.

Case 2

The second case involves Johnson. Johnson is a floor supervisor in the plant. 55% of the time he is engaged with ordinary production. However, 45% of the time he is engaged with supervising his zone, preparing schedules, and dealing with personnel disputes. If there is a problem, he is responsible for mobilizing his zone to resolve equitable. He also spends times meeting with his superiors in order to provide reports on efficiency of employees and on any other problems that have arisen. For this, he receives 10% more money than his subordinates. He had earlier been classified as an FSLA exempt employee. Now, he is challenging that designation. Although Weyland has a strict no-overtime policy, Johnson has been showing up to work early to drink a cup of coffee, smoke a cigarette, make sure schedules are prepared, doors are unlocked, and preparing workstations for the day ahead. He typically arrives an hour early to perform these tasks. Weyland knew that Johnson was coming in early, and working 45 hours a week.

Case 3

Weyland wishes to modify their pension plan. The current plan allows employees to either receive $500 a month or $100,000 upfront upon retirement. Both plans also offer a annual ticket to the company retreat cruise. Seeking to incentives people to accept $500 a month, Weyland wishes to tie the ticket to employees receiving $500 a month only to apply retroactively to $100,000 lump sum plan.

Case 4

Weyland became aware that a union organizing campaign was underway in one of its plants. A union supporter was called in to a meeting with plant managers. At the end of the meeting, when the employee asked what he was supposed to do if others wanted to talk with him about unionizing, he was told “[Y]ou’re to just work and not talk about the Union.” After union supporters posted material on company bulletin boards, the flyers were repeatedly taken down. The company then issued a policy requiring all employees to obtain approval before placing any material on the boards. Subsequently, the company’s practice was to refuse to post material of any kind from employees.

A few months later, several off-duty employees attempted to distribute prounion flyers in the company parking lot but were stopped by company officials. They were warned that they were in violation of company policy. Around the same time, employees passed out union buttons in the plant and left some of them near a time clock for other employees to pick up.

When company officials learned of this activity, they quickly called a meeting and warned one union advocate that “I don’t want to catch you passing [buttons] out, Okay, I don’t want to see them laying around. You can pass them out when you’re outside, on your own time, but when you’re here working, you, you, need to be working.” The officials said that this action was taken to keep the plant free of clutter and trash.

Case 5

At the end of her shift, a 19 year old salesperson at Weyland was questioned by two store security officers. She was questioned in a small room for three hours. One of the security officers sat behind her on the right side where she could not see him (she was blind in the right eye). She was asked to sign a document stating that she was voluntarily waiving her “rights,” including the right to remain silent. When she asked for further explanation of the document before she signed it, she was told that it “doesn’t mean anything” unless you’ve “done something wrong.” A security officer threatened to call the police and have her jailed unless she signed a confession. She was told that the interrogation could last all night and that if she signed a confession she could probably keep her job. Under these circumstances she signed. She was fired two days later. The employee claims that she is agitated and finding it increasingly difficult to sleep.

Case 6

A female crane operator was told it was Weyland policy that crane operators urinate over the side of their cranes rather than stop work to take bathroom breaks. Management justified the policy by saying that there was a shortage of staff and that it was necessary for the cranes to operate continuously in that area of the plant. Shifts for crane operators were typically twelve hours. There was evidence that the same policy was applied to male crane operators and that they routinely urinated over the side or back of their cranes in lieu of bathroom breaks.

QUESTION 1

  • A manager's role is that of "information processor," whereas a leader's role is:

to communicate the big picture — the vision.

to serve as a communication champion.

to communicate written information, facts, and dat

both to communicate the big picture — the vision and to serve as a communication champion.

QUESTION 2

  • Being a good listener expands a leader's role in the eyes of others because of all EXCEPT:

active listening is an ongoing part of a leader's communication.

total attention is focused on the message.

a leader concentrates on what to say next rather than on what is being sai

a good listener finds areas of interest, affirms others, and builds trust.

QUESTION 3

  • Discernment involves all EXCEPT:

detecting unarticulated messages hidden below the surface.

paying attention to patterns and relationships.

listening carefully for undercurrents that have yet to emerge.

trying to convince others to agree with a point of view.

QUESTION 4

  • Messages transmitted through action and behavior are called:

nonverbal communication.

channel richness.

discernment.

communication champion.

QUESTION 5

  • Face-to-face communication can be described as:

the richest form of communication.

the poorest form of communication.

impersonal one-way communication.

having slow feedback.

10 points

QUESTION 6

  • The sender (such as a leader) initiates a communication by _____________ a thought or idea

encoding

decoding

creating “noise” around

channeling

10 points

QUESTION 7

  • The guidelines for using email effectively include:

Don’t act like a newspaper reporter.

Say anything negative about a boss, friend, or colleague.

Keep e-mail messages short and to the point.

Use e-mail to start or perpetuate a feud

10 points

QUESTION 8

  • A team has all the following components EXCEPT:

Teams share a goal.

Teams have individual "stars."

Teams are made up of two or more people.

Teams work together regularly.

10 points

QUESTION 9

  • The "storming" stage of team development is characterized by:

conflict and disagreement.

orientation.

establishment of order and cohesion.

cooperation and problem solving.

10 points

QUESTION 10

  • Team types do NOT include:

functional teams.

vertical teams.

cross-functional teams.

self-directed teams.

10 points

QUESTION 11

  • Using a third party to settle a dispute is:

mediation

groupthink

distributive justice

bargaining

10 points

QUESTION 12

  • The __________________ reflects a high degree of both assertiveness and cooperativeness.

collaborating style

avoiding style

accommodating style

competing style

10 points

QUESTION 13

  • _______________ is the tendency of people in cohesive groups to suppress contrary opinions.

Team dynamics

Groupthink

Mediation

Collective bargaining

10 points

QUESTION 14

  • Interactive leaders tend to be:

competitive

individualistic

consensus builders.

reluctant to share power.

10 points

QUESTION 15

  • Ethnocentrism is the belief that:

one's culture and subculture are inherently superior to other cultures.

all cultures have value.

everyone in the organization has the same values, beliefs, and motivations.

everyone in the organization has the same attitudes about work and life.

10 points

QUESTION 16

  • The invisible bar that separates women and minorities from top leadership jobs is called:

ethnocentrism.

power distance.

the glass ceiling.

uncertainty avoidance.

10 points

QUESTION 17

  • When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.

ethnocentrism

discrimination

inclusion

uncertainty avoidance

10 points

QUESTION 18

  • ____________is designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace.

Collectivism

Diversity training

Inclusion

Ethnocentrism

10 points

QUESTION 19

  • When workers admire a supervisor because of her personal characteristics, the influence is based on:

legitimate power.

reward power.

expert power.

referent power.

10 points

QUESTION 20

  • If Paul, a salesman, does not perform as well as expected, his supervisor can put a negative letter in his file. This is an example of:

referent power.

expert power.

coercive power.

legitimate power.

10 points

QUESTION 21

  • Tools for helping people be more creative include:

Facilitate brainstorming

Promote lateral thinking

Enable immersion

All of the above

10 points

QUESTION 22

  • The levels of the Domain of Strategic Leadership include all EXCEPT:

strategy.

vision.

mission.

core competence.

10 points

QUESTION 23

  • To determine strategic direction for the future, leaders do all EXCEPT:

use SWOT analysis.

consider trends in technology.

develop industry foresight.

use the Hersey and Blanchard Situational Theory model.

10 points

QUESTION 24

  • Situation analysis includes a search for SWOT which includes all EXCEPT:

strategy.

threats.

strengths.

opportunities.

10 points

QUESTION 25

  • Mission answers the question:

Where are we headed?

Who are we as an organization?

What are our weaknesses?

What is our situation?

10 points

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