This essay will describe, analyse and provide theoretical commentary for the staff room of Masters Home Improvement at Parkinson. Access and analysis of this consumer space was able to be conducted over a period of one month prior to the report being written, and is based on first hand experience as an employee of Masters. The essay will consider the space from a cultural anthropological view as it observes staff conduct and the motivations behind the behaviours. The report will then consider the semiotics of the space in regards to signs and symbols and how staff members respond to their impressions of these messages. Finally the essay will discuss critical theory and Marxism in relation to the political economy of the space (Brennan, …show more content…
Staff use the space to relax away from customers and other work activities, and to discuss personal and work related themes with colleagues. As with most of society, it is commonplace to see staff members sitting in silence together as they utilise their time to check messages, etc., on their mobile phones (Slate, 2013). The space is made available to lower-level and management-level employees, however few managers choose to spend time in the space, preferring instead the administration office. As a result of the absence of managerial staff, most employees using the space see it as a safe environment to contribute to conversations surrounding personal dissatisfaction within the workplace and/or with other staff.
It was observed that few management-level staff remained in the space after retrieving their lunch from the refrigerator. Of those who did stay, half chose to sit with other managers with the remainder choosing to sit with lower-level staff. When managers remained in the space (for whatever reason), conversation was muted and limited, however when no management was present in the space the conversation was louder and encompassed all aspects of work including dissatisfaction within the company. In light of this, it could be said that the concept of management became an object of consumption (Kleine & Kernan, 1988; Baudrillard, 1996).
Not only did this provide them with a sense of family and connection, but it also provided them with a tacitly agreed upon way of working with each other. The new system separated employees from their work group and completely disrupted the established work process. Thus, whereas the previous system felt like ‘home’ to employees, the new system felt like ‘hell.’ Compounding this problem was the wide gap in the cultures of the work units as they had been previously structured and the attempts by employees to maintain their allegiances with their ‘like-minded’ former coworkers, at the expense of finding an effective means of building relationships with their new coworkers. The manager, an outsider, appeared to have little appreciation of these interpersonal dynamics.
IKEA does a lot of effort to implement their new company’s strategy for 2020, so called, Positive & Planet Positive Strategy. In spite of IKEA’s commitment to human rights, it is difficult for them to control their entire global supply chain. IKEA with other of retailers, were lighted on having suppliers in India which employ labor. However, IKEA declares that those proves were found in carpets producer from India from only four suppliers. (Max Ebnother, 2014)
The case upholds Aline DeNeuve’s conversations with some of the employees of her workplace regarding the relevancy of taking a business retreat, and what expectations and outcomes can come out of it. After going through the talks with her employees, it can be clearly stated that the management system of the firm is broken down as the low morale and attitudes of the staff are deeply shocking. This mainly caused due to perception error among the employees and their higher ups.
We push to have safe, friendly, and clean working spaces in order for internal duties to be fulfilled and communications to be delivered effectively. It is prohibited to abuse or take advantage of a working space, company computer, or other appliances and facilities for personal gain or recreation. Interactions with fellow team members and management staff are to be professional in nature and not threatening in any way or that prevents Company work from being completed. A positive working environment enables productivity and innovation. Each employee must adhere to the Employee Handbook for added clarity on language and conduct. While in the workplace, negative and threatening language and behavior is not tolerable and is to be reported to the appropriate supervisor(s) and to Human Resources.
On Tuesday September 20, 2016, at approximately 10:15pm, Resident Assistant Sean Griffin approached the Resident Assistant on duty, Nina Scott, to inform her that the keys for room 331 were not working to lock the door. Resident Assistant Nina, went to room 331 to try Resident Jennifer Villavicencio and Resident Nimrah Saeed’s keys. After the keys failed to lock the door, Resident Assistant Nina tried to use the Master key to lock the door. After the master key failed to locked the door, Resident Assistant Nina called emergency maintenance at 10:24pm. Emergency Maintenance arrived at 11:09 pm to check the lock. At 11:21pm, maintenance finished and said that the lock will need to be replaced. Emergency Maintenance informed Resident Assistant
The case upholds Aline DeNeuve’s conversations with some of the employees of her workplace regarding the relevancy of taking a business retreat, and what expectations and outcomes can come out of it. After going through the talks with her employees, it can be clearly stated that the management system of the firm is broken down as the low morale and attitudes of the staff are deeply shocking. This mainly caused due to perception error among the employees and their higher ups.
Never on a Sunday is a case study that discusses the philosophy carried out by companies like McCoy’s Building Supply and Chick Fil-A. Both of these organizations are perfect examples of “Organizational or Corporate culture” defined as a system of shared actions, values, and beliefs that develop within an organization that guides the behavior of its members (Schermerhom, Osborn, Uhl- bien, Hunt, 2012, p. 348). At McCoy’s for example “Managers are asked to concentrate on service related issues” Managers focus more on the items in store and customer service and the majority of their administrative workload is handled through headquarters (Schermerhom, Osborn, Uhl- bien, Hunt, 2012, p. 353). Working as a manager myself that really sounds like a great method of management. There are many times where my boss and the rest of the management team where I work struggles. Keeping up with all the administrative duties and the store at the same time can be really trying and is a never ending workload. This makes neither one of them get the attention they require and more often than not we find ourselves trying to do just enough administrative work and just enough floor work to get through the day. Additionally, the management teams meet regularly to discuss products and other important aspects that impact the stores. Sometimes in my line of work we wish that we had the opportunity to meet and discuss new ideas and products that could improve our stores.
Designing and decorating a room is giving it a sense of purpose and personality. In the sixties, this became about capitalising on the influence of the Space Race, which right from its ‘infancy’ was having an observable impact on culture and art. It brought with it a growing appetite for what was considered to be the cutting edge of technological and human advancement. It is agreed that it was in the architectural landscape of the West’s cities that this shift was most noticeable. They were updated with ‘upswept winglike roofs, domes, satellite shapes and starbursts that became the dominant visual language of motels, diners and gasoline stations’. It is for this reason that Colombo’s apartments were as contained as spacecraft and I feel contextualises something of the general climate that lead to the chrome dipped Factory itself being a rather futuristic ‘spillover from the silvery streamlining of the space program’. For Warhol, for whom the now was paramount, working from somewhere that so greatly embraced innovation would have been integral. (Kennedy, 2007)
Around 10:30 pm I was going to throw away the dirty linen, when I passed in front of room 202A. Mr. Echalarraia daughter spoke to me and stated that her father was hot. So I entered the room and noticed that Mr. Echalarraia was restless and combative with his family. He constantly mentioned to his family that he wanted to go home. After I turned on the air condition and helped the resident in the next bed. The daughter told me that her father had suffered with a stroke and that yesterday on June 14, 2015 her fathered told her that during the night shift I went to change his diaper and I apparently beat, kicked, and tied his arms. Then she further went on to describing the suppose incident saying her father stated that I brought others to beat
The decentralised nature of how Colesworth stores operate carries over to the management structure too, with there being multiple different managers for different departments existing alongside traditional upper management. This low power distance also contributes to the previously mentioned laid-back culture of the Colesworth grocery department, as managers are referred to by their first names like any other employee and will often joke around with employees and take interest in their lives. However, despite this low power distance, management’s authority is still very much rooted in a rational-legal basis. As Colesworth is still a bureaucracy it follows the rational-legal authority as outlined by Max Weber, in which clear-cut structures, and formalised procedure, and rules are followed (Gardner, 2006). These structures and rules are seen clearly within Colesworth, as employees are structured into different departments in which they work and must follow clear procedure and rules when completing work in their departments. Despite being predominately rational-legal based authority, a select few managers do command charismatic authority alongside their rational-legal authority, as they are seen as friends by employees, as well as managers and are able to use this relationship to motivate employees to work
“Leadership is understanding people and involving them to help you do a job. That takes all of the good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill, implacability, as well as determination not to accept failure” (Burke 1995). The purpose of this paper is to interview a manager from an organization and find out the leadership styles she uses to effectively manage the staff there. This paper also looks at the approach she uses toward employment satisfaction, how she motivates the employees and analyzes the different approaches she uses in her job. The manager that I interviewed works in Loui Café in Penn University. Her name is Bobby Hill and she
Historically, ward house designs, although approved by church headquarters in Salt Lake City, were initiated and developed by local church leaders and congregations. The design of church buildings in the late nineteenth to the mid-twentieth century reflected a variety of popular styles including everything from Classical to Moderne designs. Depending on the location, the building design also incorporated distinctive cultural design elements and local materials. However, with the growth of the church in the 1920s, the church moved toward standardized ward house designs, reflecting a priority for function and economy. Although architects, designers and congregational members lament the uniformity of current building designs, standardization has
Yes! According to the author, “Private offices and cubicles are, increasingly, seen as the nostalgic stuff of Mad Men.” However, open-plan offices, are relate to lack of privacy, and distractions. The message behind those signs is need of creating balance. The idea is keep privacy, and open-environment together in the same concept; so then, with a calm, relaxed, and mindful environment, the employees can feel comfortable with both worlds. Meditation is powerful. Well-being is a vital need, and when this need is respected and nurtured, the creativity of employees will increase just
The Portman Hotel sought to maximize service while minimizing management overhead; therefore, they cut some middle management, such as the manager of food and beverages. Because of this strategy, some top level managers had many more employees reporting to them directly. For example, Spencer Scott, the director of room services, had over 60 personal valets reporting to him directly when the hotel first opened. Exhibit 2 in the case study shows that the position of the executive assistant manager was vacant. Some PVs and their supervisor blamed Scott for lack of supervision because they thought he was too busy to know answer for every little question.
The definition of ‘management’ is controversial and subject to much debate. There have been many contradictory views on what the term ‘management’ means and accordingly how one should correctly manage an organisation. These theories have been put forward by several highly regarded management scholars over time. By taking into account past knowledge and contemporary views on management, we are able to ‘’explore how thinking has changed through time’’. (Brooks, 2006). Moreover, businesses have, and can continue to be able to adapt these theories and put them into practice. Successfully applying correct management practices is especially vital in a global business environment which is becoming very competitive. ‘’Most management theories, even those that do not resonate comfortably with the prevailing mood, have attractive and valid elements to them.’’ (Robinson, 2005). For example, some of these theories can be seen flourishing in fast food chains like McDonalds.