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As Glades Industries\u2019 Parking Coordinator, you must remind both office employees and warehouse employees of the company\u2019s parking guidelines. Office employees must park in Lots A and B in their assigned spaces. If they have not registered their cars and received their white stickers, the cars will be ticketed. Office employees are forbidden to park at the curb. Warehouse employees may park at the curb before 2:30 p.m. Moreover, after 2:30 p.m., warehouse employees may park in any empty space \u2014 except those marked Handicapped, Van Pool, Car Pool, EV, or Management. Office employees may loan their spaces to other (warehouse) employees if they know they will not be using them.The biggest problem is that employees aren\u2019t registering their cars (as evidenced by a lack of white registration stickers in the parking lot). Registration is handled by Human Resources, and they\u2019re going to start cracking down on employees who haven\u2019t registered\u2014any car without a sticker will be ticketed, and in the case of repeated violations, cars will be towed.<\/p>\n
To encourage registration, Human Resources Relations will be in the cafeteria March 4 and 5 from 10:30 am to 12:30 pm to take applications and issue white parking stickers. They’ll also be available in the cafeteria on the 5th from 2 pm to 5:30 pm.<\/p>\n
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<\/div>\nIt\u2019s been a hectic year. Daniel mentions that some managers, department heads, and supervisors will want to attend a training workshop on March 18th where they can update their skills. Tony Findley, Scranton branch Human Resources Representative, will lead the workshop. People who want to reserve a space in the training workshop should contact Tony at t.findley@dundermifflin.com. When you ask Daniel what procedures you should include in the memo, he tells you to consult the Dunder Mifflin employee handbook and pick out the most important steps.<\/p>\n
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 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\u2019s certainly not like grades in school, but you can\u2019t change the scale.) Finally, supervisors should meet with employees to discuss the appraisal. Completed appraisals should be sent to Daniel’s office.<\/p>\n
As manager of Pompano Beach Gym & Fitness Center, you must refuse the application of Anne DeLuca for an Extended Membership. This is strictly a business decision. You liked Anne very much when she stopped into the Fitness Center and applied. You and Anne talked for nearly 30 minutes! (She left after realizing she was almost late to pick up her 5 month old from daycare.) After talking with her, you\u2019re sure Anne is 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 multi-service 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 Anne\u2019s credit rating is decidedly negative. Her credit report indicates that she is delinquent in payments to four businesses, including the Coral Springs 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 Anne is far in debt, you would feel guilty allowing her to plunge in any more deeply.<\/p>\n
As Assistant to the Regional Manager of the Scranton Branch of Dunder Mifflin Paper Company, you and two members of the sales staff\u2014Stanley Hudson and Phyllis Lapin-Vance\u2014attended a conference in Philadelphia, PA. You stayed at the Philadelphia Marriott Downtown 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 Marriott. When your department’s administrative assistant made the reservations, she was assured that you would receive the weekend rates and that a hot breakfast\u2014in the hotel restaurant\u2014the Courtyard Kitchen\u2014would 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.<\/p>\n
When you received the credit statement, though, you see a charge for $81 for three champagne buffet breakfasts at the Courtyard Kitchen. You hit the ceiling! For one thing, you didn’t have a buffet breakfast and certainly didn\u2019t 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.<\/p>\n
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 receptionist\u2014Pam Beesly\u2014specifically 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.<\/p>\n
Dwight Scenarios positive\/neutral\/informational \u25cf negative \u25cf persuasive [\u2009back to BCP main\u2009] \u2305 REMINDERS The scenario texts are deliberately disorganized and poorly written. Scenario texts contain unnecessary, irrelevant, and\/or \u201cunprofessional\u201d information; the details are disorganized and generally out of order; and the texts are poorly written. This is on purpose\u2014to force you to make choices about […]<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"no-sidebars.php","meta":[],"_links":{"self":[{"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/pages\/9438"}],"collection":[{"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/comments?post=9438"}],"version-history":[{"count":12,"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/pages\/9438\/revisions"}],"predecessor-version":[{"id":10315,"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/pages\/9438\/revisions\/10315"}],"wp:attachment":[{"href":"https:\/\/techrhet.com\/3213\/wp-json\/wp\/v2\/media?parent=9438"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}