The general manager called a meeting with the executive staff to address quality complaints received last quarter. His suggested new plan is designed to reiterate the hotel’s core values and service quality expectations to all the staff. Which of the following methods could best achieve this goal? Question 4 options: a) Provide financial incentives b) Hire an outside contractor to motivate employees c) Move employees to different departments d) Provide hotel-wide service training

The general manager called a meeting with the executive staff to address quality complaints received last quarter. His suggested new plan is designed to reiterate the hotel’s core values and service quality expectations to all the staff. Which of the following methods could best achieve this goal? Question 4 options: a) Provide financial incentives b) Hire an outside contractor to motivate employees c) Move employees to different departments d) Provide hotel-wide service training

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
The general manager called a meeting with the executive staff to address quality complaints received last quarter. The suggested new plan is designed to reiterate the hotel’s core values and service quality expectations to all the staff. Which of the following methods could best achieve this goal? Question 16 options: a) Hire all new employees b) Provide hotel-wide service training c) Move employees to different departments d) Hire an outside contractor to motivate employees
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Strengths of 4-star and 5-star hotels - Multilingual staff with a high staff to visitor proportion. - A 24 hour front counter, valet stopping, steward benefits, a custodian welcoming each visitor at the entry, and separate attendant staff accessible somewhere around 2/3 of the day. - Separate lifts for visitors and hotel staff. - Fast Internet Wifi. That equivalent degree of solace applies to room conveniences, too. AAA jewel appraisals are separated by the level of the lodging outperforming client assumptions. Four-precious stone inns are refined, upscale, and up-to-date all through the whole lodging, including the visitor rooms. Five-precious stone inns give extreme extravagance and refined facilities. rooms in four-star lodgings including updated conveniences, for example, huge sovereign or lord beds, additional seating, pad top beddings, smaller than normal bars, and name-brand shower items. Five-star lodgings exceed everyone's expectations with curiously large marble or rock…
Strengths of 4-star and 5-star hotels - Multilingual staff with a high staff to visitor proportion. - A 24 hour front counter, valet stopping, steward benefits, a custodian welcoming each visitor at the entry, and separate attendant staff accessible somewhere around 2/3 of the day. - Separate lifts for visitors and hotel staff. - Fast Internet Wifi. That equivalent degree of solace applies to room conveniences, too. AAA jewel appraisals are separated by the level of the lodging outperforming client assumptions. Four-precious stone inns are refined, upscale, and up-to-date all through the whole lodging, including the visitor rooms. Five-precious stone inns give extreme extravagance and refined facilities. rooms in four-star lodgings including updated conveniences, for example, huge sovereign or lord beds, additional seating, pad top beddings, smaller than normal bars, and name-brand shower items. Five-star lodgings exceed everyone's expectations with curiously large marble or rock…
Strengths of 4-star and 5-star hotels - Multilingual staff with a high staff to visitor proportion. - A 24 hour front counter, valet stopping, steward benefits, a custodian welcoming each visitor at the entry, and separate attendant staff accessible somewhere around 2/3 of the day. - Separate lifts for visitors and hotel staff. - Fast Internet Wifi. That equivalent degree of solace applies to room conveniences, too. AAA jewel appraisals are separated by the level of the lodging outperforming client assumptions. Four-precious stone inns are refined, upscale, and up-to-date all through the whole lodging, including the visitor rooms. Five-precious stone inns give extreme extravagance and refined facilities. rooms in four-star lodgings including updated conveniences, for example, huge sovereign or lord beds, additional seating, pad top beddings, smaller than normal bars, and name-brand shower items. Five-star lodgings exceed everyone's expectations with curiously large marble or rock…
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