USA: +1(669)289-8683 
Sign in
management_dilemmas_list xdiscussions
Consider the following integer linear programming problem Max Z = 3×1 + 2×2 Subject to: 3×1 + 5×2 ≤ 30 4×1 + 2×2 ≤ 28 x1 ≤ 8 x1 , x2 ≥ 0 and integer Find the optimal solution. What is the value of the objective function at the optimal solution. Note: The answer will be an integer. Please give your answer as an integer without any decimal point. For example, 25.0 (twenty-five) would be written 25
MGT 611
Strategic Staffing
Management Dilemmas List
1. A candidate may have excellent communication and persuading skills which probably impress the employer for the time being but after hiring him he/she may become a bone in the throat by giving poor practical performance in that particular department e.g. an accountant, financial analysts etc.
2. Proper verification of employee from previous job and find out whether he/she is a frequent job switcher or can be a loyal employee if a good package is offered to him/her. Hiring a frequent job switcher may increase the expanses of the company for hiring another employee and it can also have a bad impact on company’s performance.
3. Experiences written on the CV are not enough for hiring a person. Usually employers get impressed by the information given in CV or resume but after hiring that person becomes an enduring guilt for the employer.
4. Operating under a system of superiority as opposed to a hiring system based on meritocracy. In this case, the hiring mistake occurs when a company/organization hires a person that has maintained higher titles or more notoriety at previous jobs but may not be an exceptional employee over an individual with less status but more admirable qualities such as intelligence, proficiency and advanced skills.
5. Companies/organizations more seriously consider applicants from the most notable American education institutions. While there is something to be said for attending an Ivy League or top twenty American universities, it does not necessarily mean that this applicant is more intelligent or more qualified than another. Not being open to a wider range of applicants due to a brand name requirement may cost the employer an opportunity to find the right fit for the job.
6. When an organization uses an inaccurate or overly-narrow position description they may not get the best person for the job. If the position description is too narrow there might not be any single person in the pool of candidates that looks like a good fit.
7. Long job offer process preventing potential excellent employees from being hired.
8. Not checking into a candidate’s background or references. Occasionally, individuals are not honest about their background, qualifications, and experiences.
9. An additional mistake is holding preconceptions based on the age of applicants. While age discrimination is illegal some employers tend to be weary of older applicants because they fear they will not be willing to stay with the company for long and others dislike hiring applicants directly out of college because they fear they are inexperienced. Being closed to the idea of hiring young and fresh employees or older, more seasoned applicants can cost the employer a good fit.
10. An organization may hire a strongly skilled professional, however they don’t know how to retain such individuals. In other words, an employee who performs well in their position might not be completely satisfied and leave the organization because the job doesn’t match their life interests.
From:
“Frye, Franklin L.” <
FF380407@wcupa.edu
>
Date: June 7, 2013, 12:06:56 PM EDT
To: “Drust, Adam P.” <
AD792631@wcupa.edu
>, “Baran, Gregory R.” <
GB744179@wcupa.edu
>, “Alayed, Mishary S.” <
MA818272@wcupa.edu
>, “Bowers, Dayron L.” <
DB772591@wcupa.edu
>
Subject: RE: MGT 611 – E-Discussion
Promotions: Promoting someone because of hard work versus promoting someone that has been in the same position for a long time. Promotions are something that almost all employees strive towards. Some employees use promotions as a goal, they put in longer work hours, put in the extra effort, and just step up when they are needed. Other employees feel they are deserving of a promotion simply because they have been at the same position for an extended period of time . Managers are often left with the decision on who to promote, sometimes the decision can be difficult.
Employee Reviews: Some companies use One on One employee reviews led by their manager to discuss the employee’s performance. For employees that receive positive ratings, Managers should still consider telling them what they can do to get even better. For employees that receive negative ratings, it may be difficult to tell an employee what they are doing wrong without offending them. Overall, it is important for a manager and employees to be on the same page, and for employees to know what is expected of them.
From: Drust, Adam P.
Sent: Thursday, June 06, 2013 8:53 AM
To: Baran, Gregory R.; Alayed, Mishary S.; Bowers, Dayron L.; Frye, Franklin L.
Subject: RE: MGT 611 – E-Discussion
Here are mine:
New Economy Workloads. Due to “Great Recession” layoffs, the employees who were not let go were presented with the task of picking up the load of the let go employees while earning the same (or less) compensation, with still being employed being the perk for the new responsibilities. Now business is growing, but not necessarily by leaps and bounds. Your employees are shouldering the “new” business. At what point does the law of diminishing returns apply. Is the best course of action to raise the salaries of the remaining employees at a less expensive rate than new hires who demand benefits/fica/vacation that the current employees already earn, or to hire new employees to shoulder the work load, boost moral, and POSSIBLY (not necessarily probably) lead to even more increased business.
Policy Making -vs- Bureaucracy Building It is important to listen to employee complaints and act to resolve them in order to maximize morale, however, too often, a single complaint can morph into compulsive policy making that, which is how bureaucracies are built. When does a complaint warrant a discussion of a new policy being formed? How are ways to determine if a complaint is a serious issue that must be dealt with, or an isolated incident? Example: An employee/customer brought a dog to the place of business that disturbed somebody and the question of an animal policy being mandated is brought up in boardrooms and staff councils. But is this a rampant problem that occurs so frequently that policies and procedures need formed, or just an isolated, rare incident?
From: Baran, Gregory R.
Sent: Wednesday, June 05, 2013 7:57 PM
To: Alayed, Mishary S.; Bowers, Dayron L.; Drust, Adam P.; Frye, Franklin L.
Subject: RE: MGT 611 – E-Discussion
Hi All —
Here are the dilemmas I suggest. Let me know if you have any feedback.
Employee Resignations and Counter Offers. When a key employee resigns from a company, managers are often left with missing skill sets or unbalanced workloads. Managers are often presented with the opportunity to counter offer an employee to stay. Should counter offers be extended, and if so, what circumstances?
Offensive clients lowering the morale of employees. Unfortunately, the personality of a particular client contact can be regularly rude, abrasive, or inappropriate to valued employees of your own firm. This client contact often sends speaks angrily to employees, send multiple emails a day with unrealistic demands, and could be sarcastic and bitter in all interactions with employees. Because clients are free to choose different vendors at any moment, how should managers handle this situation? Any wrong move can send a paying client looking for a new vendor, but no action could leave employees feeling undervalued and overwhelmed.
