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The case study titled When Worker Just Can’t Cope discusses the problem of disabled Americans in their urge for employment. The whole concept of the case depicts some examples when the companies under the pressure of the Supreme Court had no rational idea of how to treat with people having particular disabilities. Americans with Disabilities Act (ADA) in 1990 provided a way out on the legal base for those seeking for desired and deserved work. Moreover, the main issues which are discussed consider straightforwardly the ADA, as the tool for decisions in judging such delicate problem. Second, the urge for equality maintained in the movement called the Equal Employment Opportunity Commission (EEOC). Third, the idea of finding out the way for solution concerned with proper intake of medication for the improvements in the workplace.
The soundness of the problem really concerns social diversity of the American society. The standpoints in the case evaluate the humane and rational approach of the government, first of all, and the employers in searching the way out for making people with disabilities feel convenient and supported with needful attention and help in the personnel.
The case study There Are Teams, and There Are Teams incorporates the differences in managerial and organizational aspects for the successful work in terms of American and Japanese models for behavior in the workplace. Here different concepts are highlighted. Within them the significance of friendly relationships is appreciated more in Japan. It is so, because in the local domain companies do not urge for competition. It is implied only in the foreign markets. Americans, on the other hand, are more intended to motivation of the competition which should apparent for companies with American origins. The next issue underlined in the case touches upon the fact that in Japanese model for organizational structure of management the points on harmony are more vital than just results. The use of encouragement and particular appreciation promotes a background for employees’ better environment, as Japanese managers believe.
In American companies the point on replacement sounds rather categorically, if only an employee failed to do something right. In Japan, for example, a CEO is rather apt to provide more chances for employees in order to weigh all pros and cons respectively. Finally, the way of task evaluation in American and Japanese management teams is another difference. In this respect the American manager will do his/her best to expressly explain what should be done and how it should be implemented further. The pragmatic approach is obvious in this type of management team. Japanese team provides requirements for the report in more vague and indirect character.
The case People Problems at HEI depicts the problem of the HEI (Hospital Equipment Inc.) company inside its personnel. The problem arose due to the unprofitability of the production line in comparison with rivals. The retirement of former director James Robinson, Sr. made his son the new CEO of the company. In this respect the controversy appeared in the company because of the transformation of real situation with HEI’s production into high-tech equipment. It was suggested for the purpose of renovation, but the generation gap and the difference in approaches is highlighted, as the main problem. Ashley James, newly employed HR manger, with her trendy outlook, as a young employee, is proposed to influence on the situation, so that to make improvements within employees’ understanding of how to cope with new realities in the market.
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