Matt Moreau's Dilemma
BUS 303 Case One: Matt Moreau’s Dilemma
Introduction
Chuck Mackness, the president of Bantings department stores recently appointed Matt Moreau as head of customer services due to customer complaints at the other department stores. To help Matt in the staffing of his newly created department, Steven Judson, corporate personnel manager, refers Sally Armitage, an ideal candidate who holds many years of management experience at other department stores. After calling Tony Abbott, regional manager, who worked with Sally and gave her performance appraisal, Matt finds out that Sally recovered from cancer a few years ago and is unsure whether Sally would be capable for the high demanding position. This paper will analyze the ethical issues and alternatives for this case. Identify the Stakeholders
Matt Moreau is the newly appointed manager to improve the quality of customer service. His task is difficult and demanding because the stores are managed through an operations department who reports to the president. This means Matt will have little authority to implement new programs unless he hires people with line management experience that have developed credibility with the operations department.
Chuck Mackness is the president of Bantings and appointed Matt as head of customer service as a result of customers complaining at other department stores. He expects Matt to implement new programs for the staff and stores and wants to see results by Christmas. On his last field visit, he met Sally and she indicated that she would benefit from head office experience. Chuck mentions this to Steven Judson who passes onto Matt.
Tony Abbot is the regional manager that encompasses Chute Hill store where Sally is working. Tony worked with Sally when she was the assistant manager at Eastland Mall store and together they turned the store around from being the worst performer. Afterwards, he gave a performance appraisal of Sally giving her much of the credit. Tony is
Introduction
Chuck Mackness, the president of Bantings department stores recently appointed Matt Moreau as head of customer services due to customer complaints at the other department stores. To help Matt in the staffing of his newly created department, Steven Judson, corporate personnel manager, refers Sally Armitage, an ideal candidate who holds many years of management experience at other department stores. After calling Tony Abbott, regional manager, who worked with Sally and gave her performance appraisal, Matt finds out that Sally recovered from cancer a few years ago and is unsure whether Sally would be capable for the high demanding position. This paper will analyze the ethical issues and alternatives for this case. Identify the Stakeholders
Matt Moreau is the newly appointed manager to improve the quality of customer service. His task is difficult and demanding because the stores are managed through an operations department who reports to the president. This means Matt will have little authority to implement new programs unless he hires people with line management experience that have developed credibility with the operations department.
Chuck Mackness is the president of Bantings and appointed Matt as head of customer service as a result of customers complaining at other department stores. He expects Matt to implement new programs for the staff and stores and wants to see results by Christmas. On his last field visit, he met Sally and she indicated that she would benefit from head office experience. Chuck mentions this to Steven Judson who passes onto Matt.
Tony Abbot is the regional manager that encompasses Chute Hill store where Sally is working. Tony worked with Sally when she was the assistant manager at Eastland Mall store and together they turned the store around from being the worst performer. Afterwards, he gave a performance appraisal of Sally giving her much of the credit. Tony is