Meilla is the vice president of marketing at a medical supply company. In a typical work week, she is required to attend three departmental meetings, prepare progress reports, sit in on job interviews for other departments, have one-on-one meetings with each of her five managers, and travel to a satellite location where mock-ups of new products are photographed for catalogs. Most weeks, Meilla puts in more than 70 hours at the office, and she often responds to e-mails while watching movies at home on the weekends. Despite this, she finds herself falling behind. Meilla's experience is an example of
A. the number of role demands placed on her being too high.
B. having too many nonwork obligations.
C. competing expectations from different departments about her job duties.
D. the requirements of the job exceeding her capabilities.
E. a lack of information about what needs to be done to accomplish her tasks.
Answer: A
You might also like to view...
Which of the following items does not create a temporary difference?
A. Installment sales B. Revenues received in advance C. The payment of life insurance premiums on company executives D. The accrual of pension and OPEB expenses
What problem is common to all private key encryption techniques?
Both public accountants and managerial accountants are required to adhere to a code of professional conduct
Indicate whether the statement is true or false
Which of the following best represents the way for managers to become an approachable and trustworthy source of ethics in their organization?
a. Hold an annual department meeting to review the code of ethics. b. Respond quickly to ethical issues but do not make such discussions a part of regular work. c. Keep an open-door policy but do not preemptively raise the issue of ethics. d. Participate in regular ethics dialogue and refer often to the organization’s code of ethics.