Chapter 9 of your course text addresses the following topics:  

• Behavioral health as it pertains to a child’s set of behaviors that are in response to early experiences and actions of others.
• Emotional development as it pertains to a child’s increasing ability to express emotions appropriately.
• Social development as it pertains to the growth of a child’s capacity to have relationships and to work cooperatively in the future (Groark & Song, 2012).

Create a visual and written plan for a parent bulletin board that you will place on a large wall outside your classroom which parents will see when they enter your facility.  

For this discussion, the written plan will include:

1. An explanation of behavioral health, emotional development, and social development at your specific developmental level.  Be sure to identify the developmental level in the subject line of your discussion.  For example, your subject line will read as one of the following:
   • Infant Parent Bulletin Board
   • Toddler Parent Bulletin Board
   • Preschool Age Parent Bulletin Board
   • School Age Parent Bulletin Board 
2. Common characteristics of behavioral health, emotional development, and social development at this level.
3. Specific ways you are supporting this development in the classroom. 
4. Specific ways parents can support this development at home.

Please also provide a visual plan of this bulletin board through use of an uploaded picture, scanned image or other electronic creation.  

1. Health and Nutrition of Children:
   1. Chapter 9: Promoting Positive Social and Emotional Development
   2. Groark, C., J. & Song, L., A. (2012).  Health and Nutrition of Children, Bridgepoint Education, Inc.  San Diego: CA.

What is Discrimination?

Discrimination

You are the Vice President of Operations for Ted’s, an office supply company that has four locations.

The company is in an at will state and has a handbook setting out policies and procedures with regard to treatment of customers and to each other employee.

One of the Assistant Store Managers is leaving. She recommends that Wanda, a middle age Afro-American, take the position. Wanda is very pleasant with the customers and knows how the store functions, while working as a floating cashier/floor help.

You discuss the possibility of promoting Wanda with the Store Manager, Gary, who is gay. He tells you that he has no problem with Wanda taking the position and believes that she can do well.

You advise Wanda that she is being promoted to be the Assistant Store Manager, initially on a ninety day probationary basis. She is to shadow Gary and eventually work the later afternoon shift as the Assistant Store Manager.

Wanda begins the job quite well. However, there are regular shortages from the registers when she is in charge. The company’s policy is that the manager in charge must compensate the company if the shortages are more than five dollars. Wanda’s team has shortages ranging from ten to twenty dollars several times during the week.

Wanda is also a church goer and believes, as she tells every employee in the store, that gay marriage and the gay life style is a sin against God and that all gays must change their ways. She tells Gary that she can help him transition from a homosexual to a heterosexual orientation. Gary tells her that his life style is none of her business and, more so, is irrelevant to how they do their job.

The Regional Manager comes to you and tells you that Wanda is a disaster and that she should either be terminated or moved back to her original position prior to the end of the ninety day probationary period.

You meet with Wanda and tell her that she has to perform better or else she will lose her job. She tells you that she will but believes that the complaints are due to Gary, because he is gay and anti-Afro-American. You tell her that the issue is not Gary but her performance and the regular shortages at the cash registers.

Things continue badly with respect to Wanda and the shortages continuing as well as Wanda telling co-workers that gays need to repent or face eternal damnation. She also has told customers that the company is hostile to her and to write letters to management, asking that they make her the Store Manager and terminate Gary. Some do send letters to the company.

The Regional Manager now tells you that, as the probationary period is ending, Wanda must be fired. You call Wanda in an advise her that she is being terminated. She says that she wants her pink slip. You tell her that such is not necessary. She then says that this will not be the end. Several days later, she files for unemployment. You go to the hearing and present evidence that she was terminated for cause. She then goes to the EEOC and files a claim of racial discrimination, religious discrimination and hostile work environment The EEOC sends you a copy of her Statement of Charges and asks you to respond. What information and materials do you present to them?

In the meantime, Gary has also contacted a lawyer and has been advised by the lawyer that he should meet with upper management to discuss the problem he had with Wanda and to see whether some form of compensation/arrangement can be worked out as a settlement. If not, he will file a claim with the state EEOC variant on the basis of sexual harassment, specifically due to  his sexual orientation.

You are tasked with gathering up information for the EEOC complaint. What information do you need?
Secondly, how do you handle Gary’s claim?

Please legal research to support your analysis.

Sexual Harassment and Hostile Work Environment

What is sexual harassment

You are the General Manager of a restaurant.

It has 35 employees, most of whom are women and a majority of whom are between the ages of 16 through 23. The male employees range in age from 22 to 62.

There is no employee handbook.  Required federal and state notices are posted on a back wall and have not been replaced in five years.

One day one of the female wait staff, who is 23, comes to you with a problem. The Maître D’, who is 62 years old and Iranian, has been “hitting on her.” He has come up to her during her shift and says that she has beautiful eyes and that she reminds him of Audrey Hepburn in the movie, Breakfast at Tiffany’s. He says that he likes to watch the movie, wants her to come over to his apartment and to share the experience.  She tells him to “buzz off.” She has already gone to the Shift Supervisor and related the story to her. The Shift Supervisor told her that, if he does it again, she should tell him that she has a boyfriend, who just might come around and show him a thing or two. She further relates to you that he stopped interacting with her and now does not give her the best tables in the restaurant.  She also notes that apparently he has been doing similar things to other young girls, both bussers and wait staff.

You check with the Shift Supervisor, who says that she has heard about such stories but discounts them as he is a very cultured and charming individuals, who means no harm.

She also tells you that one of the female dishwashers, a church goer (known to the group as “the Church lady”), informed her that the 25 year old male chef frequently “dirty dances” in the kitchen, usually in front of the older female dishwashers. Most of them laugh at his actions. However, the “church lady” does not. When that person told her about his conduct, the Shift Supervisor told her that it was in good, clean fun and to ignore it.

Early Trait Theory

In this assignment, you will consider what personality traits are seen in an effective leader and what skills are critical for effective leadership.

Using the South University Online Library or the Internet, research the early trait theory.

Based on your research and understanding, complete the following discussion:

• Provide a definition of leadership. First, give a textbook definition and then your own personal definition.
• List and describe the critical skills required of leaders.
• Using the early trait theory, list and describe common traits of leaders and managers.
• List and describe the various leadership styles. According to you, which of these leadership styles is the best? Why?
• Think about a time in your life when you engaged in an effective leadership performance. The role could be personal or work-related, such as organizing your church’s choir, coaching your son or daughter’s soccer team, leading your work team through reorganization, and so on. Apply these leadership concepts and theories to the time you served as a leader and answer the following questions:
• What was the situation?
• Where and when did it happen?
• Who was involved?
• What were the results?
• What was your role?
• What leadership style did you employ?
• What critical skills did you use or display that made you an effective leader?
• What traits of a leader do you possess that helped make you effective?
• Think about a time when you were a member of a group or team that was led by an ineffective leader. Apply the leadership concepts and theories to the ineffective leader and answer the following questions:
• What was the situation?
• Where and when did it happen?
• Who was involved?
• What were the results?
• What was your role?
• What leadership style did the leader employ? Do you believe it was the right style for the situation? Explain why or why not.
• What critical skills did the leader lack that made him or her ineffective as a leader?
• What traits did the leader lack that made him or her ineffective?
• What could the leader have done in order for there to have been a more favorable outcome?

What is the relationship between the business strategy and an entity’s organizational culture regarding recruiting decisions? Is it possible to strengthen the organizational culture without coordinating an enhanced recruiting effort? Explain your answer.

Which employee selection method would you recommend using? Provide an example and explain the positives and negatives attributed to this method. Use at least one short quote from Cascio to support your answer.

Watch the “Week Five Difficult Concepts” video.

Describe how you obtained new leads through networking in your previous job, or, Give me an example of a customer you’ve maintained through the years, and what did you do to maintain that relationship?

Watch the “Joby: Global HR Management” video.

The “Joby: Global HR Management” video provided an interesting glimpse into the HR practices of a creative, global organization. The organization has no HR department by considering each manager responsible for important HR management. The video also provided an interesting perspective on selection. After hiring a recruiting firm for source candidates for an international marketing position, the company found that the best candidate was an internal candidate who was in a different job.

 Should a company conduct an internal recruitment before expanding the search for candidates? Or, should the company conduct an external search while allowing internal candidates to apply? Some internal candidates I have worked with consider the decision to recruit externally a decision that internal candidates are not qualified.  What is your experience?

Watch the “Recruitment and Selection” video.

Step Five in the video is to develop a diverse pool of candidates. In the video Anne recommends, “…when you’re open to developing a diverse culture for your organization, your outreach should be as broad as possible,…”

Anne also recommends looking for the “qualities and the qualifications” the organization needs to do the job. In your experience can the manager’s look for the “qualities and the qualifications” provide the rationale a manager needs to avoid developing a diverse pool of candidates?

SUMMATIVE ASSESSMENT 1 (MODULES 1, 2 & 3): MANAGEMENT PRINCIPLES SECTION C : CASE STUDIES C 1 ASE STUDY ABC company initially supplied businesses with exceptional quality textiles. Later on they started to supply businesses with professional quality uniforms and also sports gear. They provide their customers with quality products and services on time and on budget to enhance the image and performance of their customers ’ companies. As the company grew, so did its workforce. From two people in a garage, their wholesale division has grown from servicing a small localised mark et in Cape Town, to one that today meets the requirements of clients in many other locations throughout South Africa. The current organisational structure is designed around the different products. Although each manager knows all the other products quite well, they each are responsible for one type of product only: Tim is in charge of the industrial uniform section, Sally overlooks the sportswear section and Heather runs the textile division. All three of them are competent with their section, but Tim for instance would have liked to be more involved in the other sections as well. To serve its widening markets the business needs flexible and well-trained staff that c an recognise the needs of their customers. The employees work in a wide range of roles in both store and non-store functions, such as: Customer Assistants on the shop floor either directly assisting customers or preparing orders for delivery to customers who have ordered online. Department Managers leading a team of Customer Assistants Warehouse employees who help catalogue and store clothing and textiles. Office-based staff working in a range of functions at Head Offic e, including finance, purchasing, personnel or marketing. Logistic s staff who plan and carry out the distribution of products to stores. Andy works in Sally’s department (sportswear) and manages a small team of customer assis tants who must prepare online orders for delivery. He expects them to liaise with the customers before setting up the order, to ensure maximum client satisfaction. As the team members are still new, they lack the necessary experience and are not willing to take on the responsibility of liaising with the customers themselves. Currently this all comes down to Andy, who then does not have sufficient time for his managerial duties. He intends seeking advice in this regard. Due to the business’s great success and customer demand, management have been thinking about establishing an outlet in Durban. They have the opportunity to buy an existing warehouse in Durban for R 1,5 million. The other option is to rather invest an amount of R 800 000 in a new product range. ABC must make a decision: should they buy the existing clothing retailer or is it better to invest an amount of R 800 000 in a new product range. They did some investigation into the probability of success and failure of each option, and possible results . With this information at hand, they decided to use a decision tree to help them with this big decision. The estimated outcomes and probabilities are as follows: They have two options: A: Buy an existing business for R 1.5 m. B: Invest in new product range R 800 000. Successful option A will give 20% gain, failed option A will give 10% loss. There is a 40% chance of success and a 60% chance of failure for option A. Successful option B will give 10% gain, 5% loss. There is a 50% chance of success and a 50% chance of failure for option B. 7 Copyright © Business Management Training College (Pty) Ltd QUESTIONS: CASE STUDY 1 Nr: Question: Mark: a. Draw up a decision tree to determine expected values for each option. Use the 5 results to decide which option to choose. b. Identify the mission of ABC and translate it into at least 3 measurable, long-term goals. 4 c. Draw up a table or diagram to illustrate ABC business as a system that operates in a 16. specific environment, by identifying: inputs from the environment, processing of inputs and 5 outputs to the environment. a. What type organisational structure does ABC have currently? 1 b. What are the disadvantages of this structure for this spec ific organisation? 2 17. c. The organisation has a vision of expanding the business and opening more branches in different areas. Suggest a new structure for the organisation, that would fit in better 3 with their strategy. Motivate your choice. 18. Use the leadership cycle model to suggest the most effective leadership style for Andy. 10 Total case study 1 30 C 2 ASE STUDY Sportswear Joe and Jane are customers of ABC’s. They own a sportswear retail s hop. Their shop is in an area that has changed over the last five years form a once vibrant bus iness and retail hub with three large shopping centres to a business environment focusing nowadays mainly on vehicle maintenance and support services. The rental cost in the area is very competitive in comparison to other new shopping centres in the vicinity. Various new and exciting shopping centres in the neighbouring suburbs have opened their doors. The business was exceptionally successful, but has experienced an average annual drop in sales of 10% during the past four years. Joe is convinced that the decline in turnover can be attributed to the drop in customer traffic in the shopping centre. Competitors are opening new stores in other suburbs. There are currently two similar stores who are extremely price competitive and provide a variety of goods at lower prices. Joe has lowered the prices of their popular products since the beginning of last year. Although sales increased by 15% during the previous year, profit dropped by 5%. During December, two shop owners in the area were gunned down. QUESTIONS: CASE STUDY 2 Mark: Nr: Question: i. What external factors are influencing the succ ess and survival of the sportswear shop in the s hopping centre? 19. 6 ii. What factors should they have considered in their strategic planning? 4 Total case study 2 10 8 Copyright © Business Management Training College (Pty) Ltd C 3 ASE STUDY (From Business Management—a value chain approach by Gideon Nieman and Alf Bennet) When Esk om had started the shutdown of the Highveld power station in 1958, one of the small towns in the Free State became a ghost town. The shutdown caused the number of residents to shrink from 2000 to about 463. Esk om stated that the power station could no longer c ontinue to operate because of the rising labour and maintenance costs. QUESTIONS: CASE STUDY 3 Nr: Question: Mark: a. Explain what changing environmental conditions could have caused the shutdown of the power station. 5 b. Explain from the viewpoint of a retailer, how environmental conditions caused the town to be closed. 20. 3 c. How do you think the changes in the environment affected the operations of a 2 vegetable farmer? Total case study 3 10 TOTAL:SECTION C 50 TOTAL OF ASSIGNMENT : 200 9 Copyright © Business Management Training College (Pty) Ltd