Decisions, Decisions The first decision case study is regarding a single female preparing for a job interview. She senses that her probability of getting hired could be adversely affected by her marital status; hence, she is contemplating whether or not to wear her diamond engagement ring during the interview. The case study features a column section in The Wall Street Journal which queried several women on this topic. Of the two women that were referenced in the article, both did not take off their engagement rings during their interviews, but they did have concerns about the conclusions that the interviewer might draw based on wearing their engagement rings during their interviews. One of the women stated “Although I will never remove my
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Their decisions to wear their engagement rings while interviewing supported their moral values even though they feared this action might somehow jeopardize the interview. My philosophy is to be upfront, honest and clear during an interview. Sooner or later, the engagement will become a wedding and perhaps a family. So why hide the fact that you intend to be part of the fundamental building blocks of society? According to Green (2012) “The goal isn’t just to get a job offer; it’s to get the right job, with the right people, in the right culture” (para. 6). The second decision case study centers on the Scotts Miracle-Gro Company which is faced with increased health-care costs and their strategies to reduce premiums. An aggressive wellness program and anti-smoking campaign is implemented where failure to comply with the extensive health-risk assessments increases the employees’ health premiums. Health coaches are assigned to employees whose …show more content…
Critics charge Wal-Mart for misplaced values because executives receive hundreds of millions in bonuses while line employees receive mere crumbs (Schermerhorn et al., 2012). In this case, Wal-Mart executives exhibit a combination of systematic and intuitive thinking by historically qualifying that Wal-Mart’s financial success has been distributed among its employees since 1986 (Schermerhorn et al., 2012). The proactive move to publicize this data confirms the company’s ability to recognize the critical need to recover from previous negative publicity. In other words, Wal-Mart executives had to do damage control. Our current generation experiences many work force issues that have yet to be incorporated into the day to day operations. We are human, innovative, and dynamic individuals that are feeling their way between traditional norms and innovated life styles that command the way we think. The human race is intuitive, imaginative, and spontaneous; therefore, we recognize the reality of critical situations. The need to be flexible, imaginative and spontaneous may or may not be publicly accepted yet ethically we need to do what you feel is
Their decisions to wear their engagement rings while interviewing supported their moral values even though they feared this action might somehow jeopardize the interview. My philosophy is to be upfront, honest and clear during an interview. Sooner or later, the engagement will become a wedding and perhaps a family. So why hide the fact that you intend to be part of the fundamental building blocks of society? According to Green (2012) “The goal isn’t just to get a job offer; it’s to get the right job, with the right people, in the right culture” (para. 6). The second decision case study centers on the Scotts Miracle-Gro Company which is faced with increased health-care costs and their strategies to reduce premiums. An aggressive wellness program and anti-smoking campaign is implemented where failure to comply with the extensive health-risk assessments increases the employees’ health premiums. Health coaches are assigned to employees whose …show more content…
Critics charge Wal-Mart for misplaced values because executives receive hundreds of millions in bonuses while line employees receive mere crumbs (Schermerhorn et al., 2012). In this case, Wal-Mart executives exhibit a combination of systematic and intuitive thinking by historically qualifying that Wal-Mart’s financial success has been distributed among its employees since 1986 (Schermerhorn et al., 2012). The proactive move to publicize this data confirms the company’s ability to recognize the critical need to recover from previous negative publicity. In other words, Wal-Mart executives had to do damage control. Our current generation experiences many work force issues that have yet to be incorporated into the day to day operations. We are human, innovative, and dynamic individuals that are feeling their way between traditional norms and innovated life styles that command the way we think. The human race is intuitive, imaginative, and spontaneous; therefore, we recognize the reality of critical situations. The need to be flexible, imaginative and spontaneous may or may not be publicly accepted yet ethically we need to do what you feel is