Catbert Scenarios
In the handbook you find suggestions that say each employee should have a performance plan with three or four main objectives. In the appraisal the supervisor should mention three strengths the employee has, as well as three areas weaknesses. One interesting comment in the handbook indicated that improvements should focus on skills, such as time management, rather than on things like being late frequently. Supervisors are supposed to use a scale of 1 to 5 to assess employees: 1 = consistently exceeds requirements; 5 = does not meet requirements at all. (You think to yourself that the scale is screwy; it’s certainly not like grades in school, but you can’t change the scale.) Finally, supervisors should meet with employees to discuss the appraisal. Completed appraisals should be sent to Adam’s office.
As manager of Gold’s Gym and Fitness Center, you must refuse the application of Paige Turner for an Extended Membership. This is strictly a business decision. You liked Paige very much when she applied, and she seems genuinely interested in fitness and a healthful lifestyle. However, your Extended Membership plan qualifies the member for all your testing, exercise, recreation, yoga, and aerobics programs. This multiservice program is expensive for the club to maintain because of the huge staff required. Applicants must have a solid credit rating to join. To your disappointment, you learned that Paige’s credit rating is decidedly negative. Her credit report indicates that she is delinquent in payments to four businesses, including Desert Athletic Club, your principal competitor.
You do have other programs, including your Drop In and Work Out plan, which offers the use of available facilities on a cash basis. This plan enables a member to reserve space on the racquetball and handball courts. The member can also sign up for yoga and exercise classes, space permitting. Because Becky is far in debt, you would feel guilty allowing her to plunge in any more deeply.
As regional manager for an electronics parts manufacturer, you and two other employees attended a conference in Washington, D.C. You stayed at the Princeton Place Hotel because your company recommends that employees use this hotel chain. Generally, your employees have liked their accommodations, and the rates have been within your company’s budget. The hotel’s service has been excellent.
Now, however, you’re unhappy with the charges you see on your company’s credit statement from Princeton Place. When your department’s administrative assistant made the reservations, she was assured that you would receive the weekend rates and that a hot breakfast-in the hotel restaurant, the Atrium, would be included in the rate. You hate those cold sweet rolls and instant coffee “continental” breakfasts, especially when you have to leave early and won’t get another meal until afternoon. So you and the other two employees went to the restaurant and ordered a hot meal from the menu.
When you received the credit statement, though, you see a charge for $81 for three champagne buffet breakfasts at the Atrium. You hit the ceiling! For one thing, you didn’t have a buffet breakfast and certainly didn’t have champagne. The three of you got there so early that no buffet had been set up. You ordered pancakes and sausage, and for this you were billed $25 each. You’re outraged! What’s worse, your company may charge you personally for exceeding the expected rates.
In looking back at this event, you remembered that other guests on your floor were having a “continental” breakfast in a lounge on your floor. Perhaps that’s where the hotel expected all guests on the weekend rate to eat. However, your administrative assistant had specifically asked about this matter when she made the reservations, and she was told that you could order breakfast from the menu at the hotel’s restaurant.