Harper’s job seems to demotivate her, mostly because she has to do more work without getting more credit for it, and her new boss, David, doesn’t help or talk to her much. She was already taking on additional responsibilities after Jose left, but David’s lack of guidance, understanding, and appreciation made her feel even more stressed and unappreciated.
I suggest that David set up regular one-on-one meetings with Harper to discuss her current task, any problems she’s having, and how he can help her. Because of how well they can communicate, Harper will feel valued and appreciated. It’s also essential for David to recognize Harper’s work, especially since she’s taken on more duties since Jose left. A simple “thank you” can go a long way, but bonuses or possible raises could also be thought of as ways to say thanks. Lastly, if the team has a way for people to give feedback, similar situations won’t happen again, and team members will feel like their problems are being heard.
If Marketable, Inc. lost Harper, the business would lose a lot of the experience and institutional knowledge that Harper has earned in her four years working there. You would have to hire and train a new person to replace Harper, which would cost more money. The rest of the team’s morale could also be affected by Harper’s leaving, especially if they know why she is going. This could make the team as a whole less effective. Harper has been there for a long time, so she may have created relationships with clients or vendors. If she goes, it could hurt the relationships that have been built on trust and stability. Also, a lot of employee change can damage the company’s reputation, making it hard to find and keep top talent in the future.
In conclusion, David and the HR staff need to deal with Harper’s problems as soon as possible to keep her and make the workplace healthy for everyone.
Ray Kroc saw the potential for McDonald’s to become a nationwide and eventually a global franchise, unlike the McDonald brothers, who prioritized the quality, efficiency, and values of their original location. The main difference between Kroc and the McDonald’s brothers is that Kroc was interested in quantity and standardization, while the brothers cared more about originality and quality.
The decision of the McDonald brothers to sell their franchise rights to Ray Kroc is complicated. Emotionally, the brothers felt robbed since Kroc eventually ensured they no longer belonged to the McDonald’s brand. Financially, I don’t feel the brothers had the resources or drive to make McDonald’s what it is now, and I believe that the success of their branch would have faded in the end. This leads me to conclude that the sale was probably more beneficial for them. As evidence, we can agree that if they were businesspeople, they would not have given Kroc room for such a deal. As we look at McDonald’s today, the long-term implications show that the brothers did not fully enjoy the actual value of their work and initial idea.
Even though most of a franchisee’s income comes from the sales in their brunch, working with a big name like McDonald’s is appealing and profitable. Franchisees are drawn to names like McDonald’s because people know and trust the brand right away, which makes it easy to find customers. By collaborating with McDonald’s, they use a business plan that has been tried and tested. They also access a strong supply chain and large-scale marketing campaigns. In the end, collaborating with McDonald’s lowers the risks of starting a business because franchisees can use the brand’s well-known reputation and extensive support system to make it easier to make money.
Kroc made money at first by taking a 1.4% cut of the revenues from every restaurant he was responsible for launching. Later on, he shifted his strategy and began buying the land on which his restaurants were located. Then he started earning money from sales and rent payments.
After watching “The Founder,” I now observe McDonald’s from more than one point of view. I’ve always known McDonald’s for its global reach and consistent service, but the movie showed me the complicated background of how ambition can sometimes come before ethics. Even though Ray Kroc’s drive for success was admirable in some ways, it seemed to come with the cost and overriding of the McDonald brothers, who came up with the idea in the first place. I was reminded that personal stories, ethical dilemmas, and complicated choices are behind every business’s success. Even though I still think McDonald’s growth was smart from a business perspective, I can’t help but think about the ethical issues and the real cost of success.
The Israeli food firm “Tnuva” was founded 90 years ago, and its foundations are entwined with the Zionist settlement enterprise and its labor, which is reflected in the growth of Israel’s agricultural and food sectors. With sites all over the country, Tnuva is the largest food firm in Israel. It employs approximately 6,500 people and has a significant impact on other industries and groups in the dairy, agricultural, and industrial sectors.
The contribution to the community has accompanied Tnuva’s efforts throughout its years of existence and has strengthened social responsibility as a value for the whole company. Tnuva is a major food group that is a crucial component of the Israeli home. In 2011, Tnuva inaugurated its social responsibility project – “Beit Ligdol Tov”(home to grow well), which is an educational and entertainment area for kids from birth to age six and their families. It provides activities that are economically and geographically available to people with special needs and gives them new chances in a variety of sectors that benefit the kid, the parent, and the whole family. The creative project offers a wide variety of leisure and enrichment activities in the cognitive, motor, artistic, and value sectors. In addition, before the holidays, Tnuva greatly increases their donation and even mobilizes its staff to package and distribute food to low socio-economic families via different organizations.
As a firm that aspires to be the market leader in Israel’s food industry, Tnuva puts a premium on making sure its goods and its consumers are healthy. Tnuva’s consumers range in age from infants to teens, and the company accommodates them by offering advice, suggestions, and reference materials. Tnuva provides easy-to-understand information about health to her clientele, along with parenting advice, child-friendly recipes, and instructional materials. To ensure and supply the healthiest goods to customers, Tnuva has a comprehensive health team and a research institution staffed by world-class experts. Moreover, Tnuva obtains its “Nutritional Compass” program, which represents its commitment to the constant improvement of a basket of basic and everyday products, for a tastier and healthier diet for every household.
Since the firm highly values ethics, Tnuva highlights its employment policies and working conditions. The company’s contracts and code of ethics provide support for all of these claims. Tnuva permits the provision of equitable chances for the whole population regardless of religion, color, or ethnicity, and Tnuva prioritizes secure employment, employee well-being, and a healthy work environment.
As Tnuva is one of the top firms in Israel and a corporation that represents the Israeli spirit, it has set to itself the objective of conserving the environment and the nation’s land. They have developed a set of guidelines that direct their operation and permit cohabitation between factory production and maintaining the environment’s quality: A dedication to using raw materials, energy, and water in a sensible manner. Lessening the negative environmental effects of industry and manufacturing byproducts. For instance, limiting the quantity of trash produced in manufacturing, purifying wastewater, and lowering air pollution. The use of cutting-edge environmental technology to guard against harm to the processes involved in manufacturing, storage, transportation, and distribution.
A great example of their effort to preserve and protect the environment is the way in which they purify water and use recycled water in their manufacture in the Jezreel Valley.
Purifying of water – the purifying systems were constructed by Tnuva with entire backing and continue to benefit the local farmers today. The dairy, which uses 3500 cubic meters of water each day, irrigates the fields in the Jezreel Valley with the majority of the water after it has been thoroughly purified.
Treatment of water – water from “sources” that have been treated to remove the naturally occurring pollutants has been used to wash the dairy. The remaining chemicals are found in the brine, a clear liquid that has been filtered out of the water and is rich in compounds. Tnuva made the decision to transmit the brine to the fishponds via a lengthy pipe that it expressly constructed, through which the brine travels from their manufacture to the fish ponds in Emek Harod out of consideration for the environment.
Based on my study of the firm’s history and current practices on ethics, sustainability, community involvement, and environmental protection, I believe the company would benefit from a renewed emphasis on and expansion of its work in the health sector. Since Tnuva sells food products to customers, I think that stressing the importance of incorporating and encouraging physical activities is of primary priority. To get more people involved in physical activity, I think the firm could create a platform in which it promotes sports activities by integrating its protein-rich milk and other dairy products. Given Tnuva’s prominence in the food industry, I believe it is crucial that the firm goes above and beyond just providing its customers with the greatest and healthiest food product. Promoting physical activity and healthy lives can contribute much to the community and society as a whole.
Page Reference
“Tnuva” official website – https://www.tnuva.co.il/
Hi! My name is Rotem. My major is psychology, and that is my second year at BMCC.
I like to do sports and be with my friends in my free time. Very excited to learn a new and essential field.
My BMCC email is: rotem.gatenio001@stu.bmcc.cuny.edu
Hi! My name is Rotem. I'm currently in my second year at BMCC, and my major is
psychology. In my free time, I like to do sports and be with my friends. I'm very eager to learn new things in this class and to engage with a new field that I'm not familiar with.
My BMCC email is: rotem.gatenio001@stu.bmcc.cuny.edu
