HRA 545 – Case Assignment 1
Read each case scenario and analyze using the IRAC method. Submit the assignment to the Dropbox no later than Sunday 11:59 PM EST/EDT of Module 1. (This Dropbox basket is linked to Turnitin.)
James Karagiorgis is a civilian employee of the United States Navy who is ordinarily assigned to the Nanal Sea System Command (“NAVSEA”) in Washington, D.C. For a few weeks in 1996, Karagiorgis was temporarily assigned to perform an “engineering reliability backfit” on the USS Los Angeles, which was moored at the Pearl Harbor Naval Base in Hawaii. Because no government quarters were available on the base, Karagiorgis arranged commercial lodging through a government travel agent and procured a rental car for use while in Hawaii. The cost of both the car and hotel were reimbursed by the Navy.
On January 24, 1996, James Karagiorgis finished his day’s work on the USS Los Angeles, left the ship and began driving toward the exit of the base, which was some distance from the ship where he had been working. While still just inside the base, he rear-ended a car that was stopped in traffic, injuring its driver, Clamor.
After first exhausting her no-fault benefits as required by Hawaii state law, Clamor filed a complaint against Karagiorgis in Hawaii state court.
Question: Was the employee (Karagiorgis) acting within the scope of employment when he negligently injured the plaintiff (Clamor)? Explain.
Leonard A. Vernon (“Vernon”), a citizen of the United States, is a black male over 40 years old who was born in Belize. He received a B.A. in Civil Engineering in 1977 and an M.S, in Environmental Engineering in 1980. In January 1984, The Port Authority of New York and New Jersey (“Port Authority”) hired Vernon to be a Principal Administrative Assistant, a Level B-92 position, with the Civil and Environmental Unit of the Engineering Department. In January 1985, Vernon was promoted to Staff Services Engineer, a Level B-93 position. Throughout his career at Port Authority, Vernon has been recognized favorably for his work.
In September 1989, Heidi Rosenberg, a white engineer in the Environmental Engineering Unit, was promoted to Senior Engineer, a Level B-94 position. Vernon was not promoted despite the fact that Marvin Krishner, Chief Environmental Engineer of the unit and Vernon’s immediate supervisor, wrote in a 1987 memorandum that Rosenberg and Vernon were both “performing at ‘Senior Levels.’” In December 1992, Rosenberg informed her supervisor that she had received an employment offer in another department, and to induce her to stay in the Environmental Engineering Unit, she was promoted to Supervising Environmental Engineer, a Level B-95 position.
In March 1993, Rosenberg resigned from Port Authority, and Port Authority advertised her position internally as well as externally. Vernon applied for the B-95 position but was notified in May that he had not been selected for the position. A white, 65-year-old temporary employee, who had been working for Port Authority for one year, filled the vacancy. In March and August of 1994, Vernon complained to the Assistant Chief Engineer for Design and the Executive Director of Port Authority about alleged ongoing discriminatory practices at Port Authority. In September 1994, Frederick Meyers, Manager of Port Authority’s Equal Employment Office (“EEO”), started an investigation into Vernon’s allegations of discrimination.
Question: Was race a factor in the Port Authority’s denial of Vernon’s promotion? Explain.
Head of Private Sector, Commission for Racial Equality October 2002 to March 2004 Lead the CRE's national private part group of 12 staff situated in numerous areas and a financial plan of £600k Created and dealt with the CRE's new technique for working with the private segment Arranged sponsorship of £100k from HSBC and Post Office Ltd for the CRE's Guide to Small to Medium endeavors Directed the creation of the overhauled CRE Statutory Code of Practice in Employment Executive, Equality Direct June 2001 to September 2002 Effectively set up and dealt with the main ever national government helpline on equity and decent variety for managers. Prepared, oversaw and bolstered 8 helpline guides Drafted the Department for Education and Employment's 10 point get ready for bosses Different positions including Head of Regional Strategy, Head of Legal Action Team, Social Policy Officer, Employment Officer, Commission for Racial Equality January 1988 to May 2001 Effectively venture oversaw five government funded instruction displays gone to by more than 2000 people and businesses Dealt with the CRE's financing (£1m)of Race Equality Councils in the North of England, which included supporting the advancement of new associations Created in conjunction with the Rugby Football League the main ever battle to handle bigotry in Rugby League-'Handle It' Delegate Supervisor/Trainer, Dewsbury Trust Fund Walk 1984 to December 1987 Administered a Community Program plot which gave and made preparing and work open doors for more than 20 long haul jobless ethnic minorities Examination OF THE CHILDREN'S WORKFORCE DEVELOPMENT COUNCIL Presentation The Children's Workforce Development Council (CWDC) is an England wide official non-departmental open body set up in 2005 whose vision is to make a world-class workforce for Children, Young People and Families. It does this in two different ways by supporting individuals working with them have the most ideal preparing, capabilities, support and guidance and by helping kids and youngsters' associations and administrations to cooperate better (CWDC, 2010) It gets a yearly allow from the administration's Department of Children, Schools and Families (DCSF) for unmistakable activities and center administration costs. Its financial plan and staffing have seen huge development throughout the most recent five years. The association is deliberately overseen by a Board of Directors and operationally overseen by a senior administration group (SMT) comprising of the Chief Executive and five Directors. The SMT is bolstered by a little arranging and execution unit (Appendix 4). Every Directorate comprises of littler groups which are in charge of projects of work and tasks. Woodward alludes to these as 'errand' capacities, specifically the fundamental exercises identified with delivering authoritative results. Focal capacities, for example, IT, Finance and Procurement, Human Resource Management alluded to by Woodward as 'component' capacities i.e. those exercises that help the assignment work sit inside discrete Directorates. (Woodward, as cited in Mullins, 2007). The HQ is in Leeds with few locally situated staff. The larger part of these are ranking staff, yet in addition incorporates singleton provincial chiefs in the nine English areas. Addendum 5 demonstrates how the conveyance of projects for the workforce is overseen inside one of the directorates. Activities are assembled into programs comprising of little task groups. Each program is responsible to a program board comprising of key authorities from CWDC and its support body, DCSF. Basic Appraisal Index 6 gives a SWOT investigation to CWDC. This demonstrates as an open body it works in a mind boggling and testing condition, confronting weights and requests from a huge gathering of partners/sources. CWDC is a framework body that does not give guide administrations to the workforce it serves and is endeavoring to upskill and change the workforce to make it more powerful in working with youngsters and youngsters. To accomplish this CWDC has set up a huge bespoke electronic task administration framework into which all undertakings relate. This has yielded benefits as far as consistency, responsibility and close administration of ventures. Anyway it is a vigorously bureaucratic framework which takes up noteworthy staff time and has prompt an inclination that the framework is driving the association. Responsibility has turned into a key driver for CWDC and is affecting its method for conveying its points. All undertakings have critical close down procedures including SMT endorsement. Outward confronting action, for example, official statements, productions, gathering addresses additionally require close down at this level. While this is proper as it guarantees arrangement with authoritative system, it creates a hazard disinclined culture and settles on basic leadership feel longer also making directors feel that they can't decide. CWDC's structure is a tall various leveled one that has advanced as it has developed in measure. The SMT have huge directorates and obligation regarding staff is lapsed and inside Urwick's 'length of control' is inside the ideal number of six. Fayol's 'scalar chain' demonstrating the immediate line from the best to the base is clear and surely knew crosswise over CWDC. While this acquires favorable circumstances terms of clear lines of specialist and responsibility, it can likewise prompt demotivated and debilitated staff, where staff may feel that they have no say or contribution in basic leadership. Having a unified base empowers CWDC to guarantee that there is a reliable way to deal with technique and execution over the association and empowers more cooperation between directorates. All in all this is viable however having the greater part of its ranking staff as home specialists and out of the workplace on an everyday premise can moderate against this. To dodge this there is a noteworthy utilization of messages and remotely coordinating and also two all staff meetings every year. The inordinate utilization of email is anyway conceivably counterproductive as it can prompt poorer correspondence, data over-burden, be a substitute for eye to eye contact, be utilized as a control apparatus in this way making worry to staff. CWDC's constrained territorial staff nearness additionally can possibly make remove between the end client (the workforce) and CWDC. This is anyway adjusted for by means of solid connections with agent or manager bodies and in addition local roadshows. A DETAILED ANALYSIS OF THE MANAGERIAL JOB ROLE. Meaning of Managerial Role In spite of the way that the hypothesis on what a supervisor is or has grown essentially finished the most recent 100 years prior, it is difficult to characterize the part of an administrator. In the mid 1900s, F. W. Taylor spearheaded the possibility of 'one most ideal path' model to oversee representatives and structure to accomplish greatest execution. Taylorism set forward the possibility that the part of the director was diverse to that of a specialist. Around a similar time. Henry Fayol distinguished five key elements of a trough to be specific arranging, sorting out, co-ordinating, instructing and controlling. These remain constant today however apparently the capacity of directing has been supplanted with rousing staff to accomplish. (Stewart,1999) Crafted by Stewart and Mintzberg quite a long while later adopted a somewhat extraordinary strategy to crafted by the director. They recognized some key viewpoints, for example, directors not working in deliberate efficient universes, chiefs communicating and overseeing associations with bunches of individuals not simply their immediate staff, and ceaselessly working in a divided universe of assortment, at pace and with minimal extra time. (Stewart 1999,) This is especially valid for me where I find that everyday plans can without much of a stretch be tossed out of kilter because of impromptu occasions or conditions. Mintzberg distinguished ten parts normal to all administrators, which he put into three classes as set out underneath. Mintzberg recommended that an administrator needed to perform different parts reliant on the specific circumstance or setting. The table (informative supplement 7) sets out the groupings close by cases from my work hone: In this day and age, a large number of the parts recognized by early scholars are applicable, anyway the world has changed drastically from that point forward. The noteworthy advances in innovation, affect on how chiefs do the educational parts Mintzberg alludes to. For instance as far as I can tell messages, web and the organization intranet currently assume a noteworthy part in empowering data to be spread without the requirement for the chief to do as such. Today, supervisors additionally need the correct arrangement of 'hard and delicate abilities' to deal with the complex and consistently evolving world, including relational skills.(Mullins 2007). Vital issues for the future incorporate overseeing change, authority and inspiration of staff, overseeing assorted variety, the advancement of human resources..(Mullins 2007) Settling on operational choices Regularly I settle on operational choices in particular those choices that worry the everyday running of my region of obligation (Teale et al, 2003) and those whose effect is prompt on the association (Beckford 2001). Such choices have a tendency to be 'modified' ones in particular those that identify with repeating issues that have happened regularly enough to empower a standard reaction (Daft and Marcic, 2009).In my setting such choices incorporate choices on which provider to utilize, utilization of office staff, acquiring of provisions, enrolling, holding staff. The variables I consider, reliant on the specific circumstance, will include: existing authoritative approaches and practices. This is to guarantee consistency and consistence to organization procedures and strategies regardless of whether I have every one of the actualities accessible to me or on the off chance that I have to acquire additional data spending accessibility e.g. when supplanting staff, or endorsing costs for administrations chance assessment e.g. thinking about the hazard to the association in the choice. The greater part of these operational choices will be negligible hazard as>GET ANSWER