Posted: November 25th, 2014

Case questions

Case questions

Order Description

Case questions are comprehensive/descriptive in nature in case analysis. Each question is expected to be within 150 to 200 words. Up to a maximum of 70% of the allocated mark for each question will be assigned for the accuracy and completeness of the answer. Up to a maximum 30% of the mark will be allocated mainly but not limited on the demonstration of the following parameters:

•Structure of the response including clear introductory and concluding remarks with body..
•Showing of examples wherever applicable..
•Drawing graphs wherever applicable..
•Academic evidence supporting the argument..
•Logical flow and smooth transitions between arguments..
•Free of grammar and spelling errors along with appropriate writing style – clear and concise.
Question 1 : 1. Does Louie have a problem, or are the people who made the negative comments about him being too sensitive?
Question2: . What improvements might Louie Need to make to become a truly multicultural manager?

What to Do About Louie?
Louie is the manager of a Mighty Muffler Brake ser-
vice center in the Great Lakes Regions of the United
States. The centers offer a wide range of services for
vehicles  including  muffler  and  exhaust  system
replacement, brake systems, oil change, lubrication,
tune-ups,  and  state  inspection.  Louie’s  branch  is
located close to a busy highway, yet stores and resi-
dential neighborhoods are also close by. His store is
among the chain’s highest-volume and most profit-
able units.
Management at Mighty Muffler is pleased with the
financial  management  of  Louie’s  store,  yet  com-
plaints have  surfaced  about aspects  of his  relation-
ships  with  employees  and  customers.  Emma,  the
human resources and customer services for the com-
pany, was recently poring over the results from cus-
tomer satisfaction cards mailed back to the company.
She found that a few of the customer comments sug-
gested that Louie might have made some inappropri-
ate comments, as reflected in the following feedback:
“You  did  a  wonderful  job  replacing  my  brakes
and fixing a rattle in my exhaust system. But the
manager insulted me a little by suggesting that
I talk  over with my husband about whether to
get a new exhaust system now.”
“I have no complaints about the repairs you
made or the price you charged.
However, you better replace that manager of
yours.  He  is  definitely  out  of  touch  with  the
times. My partner and I are proud of our gayness,
so we don’t attempt to hide occasional public dis-
plays of affection. When your manager saw me
giving my partner a light kiss on the cheek, he
asked if we were from San Francisco.”
“When I came back to pick up my car, I had to
wait two hours even though I was told the car
would  be  ready  by  3  p.m.  I  also  found  some
smudge marks on the beige leather seats. When
I complained to the manager, he said, ‘Granny,
watch your blood pressure. It’s not good for a se-
nior  citizen  to  get  too  excited.’  I  was  never  so
insulted.”
Concerned about these comments, Emma sched-
uled a trip to Louie’s store to investigate any possible
problems he might be having in managing cultural
diversity  among  customers  and  employees.  Emma
explained  to  Louie  that  the  home  office  likes  to
make periodic trips to the stores to see now well em-
ployee relations are going, and how well employees
are working together. Louie responded, “Talk to any-
body you want. I may joke a little with the boys and
girls in the shop, but we all get along great.”
In Emma’s mind, her informal chats with work-
ers  at  Louie’s  Mighty  Muffler  suggested  that  em-
ployee relations were generally satisfactory, but she
did find a few troublesome comments. A young Afri-
can American noted that when he does something
particularly well, or Louie agrees with him strongly,
Louie gives him a high five. In contrast, Caucasian
or  Latino  workers  will  receive  a  congratulatory
handshake or a fist bump, respectively.
A  woman  brake  technician  said  that  Louie  is  a
kind-hearted boss but that he is sometimes patroniz-
ing  without  realizing  it.  She  volunteered  this  inci-
dent: “During breaks I sometimes enter the waiting
room area because we have a vending machine up
front that sells small bags of nuts and raisins, which
I particularly like. One day, I was about to enter the
waiting  room  when  Louie  tells  me  to  stay  in  the
back.  He  said  that  there  was  a  Hell’s  Angels–type
guy  waiting  for  his  truck  to  be  repaired,  and  he
probably wouldn’t appreciate it if he thought that a
‘girl’ was working on his truck. How could anybody
be that sexist in today’s world?”
Emma went back to the home  office to discuss
her findings with the CEO and the vice president of
administration. Emma said that Louie is making a
contribution  to  the  firm,  but  that  some  changes
needed to be made. The two other executives agreed
that  Louie  should  become  a  little  more  multicul-
tural,  but  that  they  didn’t  want  to  upset  him  too
much  because  he  could  easily  join  a  competitor.
Emma  concluded,  “So  I  guess  we  need  to  figure
out what to do about Louie.
Questions
1.  Does Louie have a problem, or are the people
who  made  the  negative  comments  about  him
being too sensitive?
What improvements might Louie need to make
to become a truly multicultural manager?

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