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Managerial Communication

For this assignment, Fran Jefferson is your office waiting for you as the manager to respond. Give 10 reasons why you feel that Fran should or should not receive a raise.

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them.

Then, early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort to develop Judy’s talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an administrative aide than as a secretary.

It was clear that Judy was upset about something as she seated herself in the chair next to Fran’s desk. Slowly, Judy placed a job-posting application form in front of Fran. She would not look her supervisor in the eyes.

Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job and working in the Training Department. In tum, everyone else in the department liked and respected Judy.

Fran looked over the form and said casually, “So you want to post for the executive secretary job in the Branch Management Division.” She paused. “Could I ask you for some additional information, Judy? I’m kind of surprised.” Judy looked at her clasped hands, thinking. Fran waited. Finally, Judy looked up and said: “I noticed in last week’s job posting that the executive secretary position is graded as a 14. Now that’s two grades higher than my job!”

She caught her breath. “You know my friend Mary Johnson works over there. She told me that half the time the secretary sits around doing nothing.”

Judy continued, gathering some anger in her look and resentment in her voice. “Look, Fran, you know how hard I work, how hard we all work, around here. I mean, I’m always busy. I don’t see why I should work in a job graded at a 12 and work twice as hard and yet not be paid the same as that secretary. The job requirements for the job are just a littler higher than mine, and the merit raise you gave me last month hardly helped at all.”

Sample Solution

iting in the Libyan industrial companies. B- Unavailability of most of the basic requirements to secure the efficiency and qualification of internal auditors in most of the departments of the auditing in the Libyan industrial companies. C- The non-accomplishment by the internal auditors in the Libyan industrial companies of a great deal of tasks they ought to undertake. 2. Study of Abdelaziz Abed Abubakr: This study was presented to the first conference on the internal control, reality and horizons on 22-24/2/2005 in order to realize the objective of analyzing the reality of the function of internal auditing in the economic units. This study has hence targeted the economic units located within the scope of both Benghazi and Sirte Shaabiats and reached a result to the effect that the departments of internal auditing in the economic units focus only on the accounting auditing and greatly ignore all the other types of auditing. 3. Study of Saleh Miloud Khalat: This study was presented in the first conference on the internal auditing – reality and horizons on 22-24/2/2005 in order to achieve the objective of identifying the field of services of internal auditing in Libyan industrial companies affiliated to the public sector. It reached a result to the effect that the services of internal auditing in the companies object of the study focus on the services of protection or supervision. 4. Study of Mohamed Mohamed Abu Agrab (2005): This study treated the factors that influence the performance of internal auditors in the Libyan public industrial companies. The study reached a group of results, including: 1. Unavailability of independency and objectivity for the internal auditors in the Libyan public industrial companies, the matter that raises a doubt about their abilities to perform their works as required. 2. The internal auditors do not carry out a great deal of the tasks they ought to do in the Libyan public industrial companies by adopting the proper manner. 3. Weakness of the management of the departments of internal auditing in the Libyan public industrial companies as required: A. Necessity of dependency of the department of internal auditing to a neutral entity within the company (auditing committee) in order to increase the degree of independency and objectivity to the internal auditors. B. Necessity of the presence of a federation (or union) for the internal auditors in order to reduce the pressures of management on the internal auditor in such a way to support his independency. 5. Study of Beshir Mohamed Ashour and Gamil Mohamed Khalat: This study was presented to the first conference on the internal control, reality and horizons on 22-24/2/2005 in order to realize the objective of identifying the percentage of high managements in the Libyan companies which do not pay attention to the function of internal auditing. This study targeted the Libyan companies under the public sector and reached a result to the effect that most of the high managements (or administrations) in the companies object of the study are not concerned with providing the basic constituents for the function of internal auditing. 6. Study of Osama Saleh Mohamed Ben Yousef (2008): This study has targeted the identification of the function raised by the thought of a
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