Frostburg Fit Case Study Analysis
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What percentage of 9th graders reported engaging in at least 60 minutes of physical activity every day?

  • 21%
  • 17%
  • 22% (correct)
  • 16%

What percentage of 5th graders had a body mass index (BMI) greater than or equal to the 95th percentile for their age?

  • 19%
  • 21%
  • 13% (correct)
  • 17%

Which of the following options represents the highest percentage of screen time among the grade levels mentioned?

  • 46% for 5th graders
  • 19% for children ages 11 to 15
  • 56% for 9th graders
  • 57% for 8th graders (correct)

What was Gail's role in advocating for a recreation center?

<p>A teacher and former student (C)</p> Signup and view all the answers

Which class schedule was Gail's proposal aimed to provide at the new recreation center?

<p>Group-facilitated strength and conditioning classes (B)</p> Signup and view all the answers

What was one of the primary concerns expressed by parents and community members regarding children's activities?

<p>Limited areas for physical activity during winter (D)</p> Signup and view all the answers

Which of the following factors is part of the council's agreement regarding the recreation center?

<p>Performance metrics including member retention (D)</p> Signup and view all the answers

What significant action did Gail take to support her proposal for the recreation center?

<p>Collecting signatures from community members (B)</p> Signup and view all the answers

What did the initial funding help establish?

<p>A basketball court and exercise equipment (D)</p> Signup and view all the answers

How much did the square footage of the recreation center increase after the purchase of the fitness facility equipment?

<p>From 2,500 to 6,000 square feet (B)</p> Signup and view all the answers

What was a significant factor in the decision for Gail to accept the position of full-time director?

<p>Desire to have a lasting impact on the community (A)</p> Signup and view all the answers

What was added next to the daycare location a year after the center expanded?

<p>An indoor kid’s playground (C)</p> Signup and view all the answers

What was the membership count at the facility within the first 12 months after opening to adults?

<p>650 members total (C)</p> Signup and view all the answers

What type of store was NOT leased to help fund the costs of the recreation center?

<p>A hardware store (A)</p> Signup and view all the answers

Which new facility was funded by a state grant in 2005?

<p>A hockey rink and turf field (A)</p> Signup and view all the answers

What led to the increase in operating hours of the recreation center?

<p>Higher demand from community members (A)</p> Signup and view all the answers

What is the primary concern expressed by employees regarding Gail's leadership?

<p>Increased employee turnover (B), Ineffective management skills (D)</p> Signup and view all the answers

What incident occurred involving Ken Richards and Justin Parker?

<p>Ken threatened Justin in front of members (D)</p> Signup and view all the answers

How did Joe Hernandez respond after the incident between Ken and Justin?

<p>He confronted Ken without speaking to any witnesses. (C)</p> Signup and view all the answers

What was a significant outcome for Justin Parker after the incident with Ken Richards?

<p>He decided to resign from the organization. (C)</p> Signup and view all the answers

What underlying issue did the organization face aside from employee management concerns?

<p>Rising employee relations issues (D)</p> Signup and view all the answers

What was the reaction of employees and members regarding Ken Richards not losing his job?

<p>They were amazed and concerned about workplace safety. (C)</p> Signup and view all the answers

What further complication had the organization not addressed regarding employee documentation?

<p>Absence of established employee files (B)</p> Signup and view all the answers

How long had Ken Richards been employed at Frostburg Fit at the time of the incident?

<p>Since 2003 (B)</p> Signup and view all the answers

What is the first step in the disciplinary action process?

<p>Documented counseling (D)</p> Signup and view all the answers

What happens if the issue is corrected after the documented counseling?

<p>No further action is taken (D)</p> Signup and view all the answers

Which of the following disciplinary actions is a final warning indicating suspension?

<p>Final written warning (C)</p> Signup and view all the answers

What is the purpose of a performance improvement plan?

<p>To give time for the employee to correct behavior (A)</p> Signup and view all the answers

What occurs if the problem persists after a final written warning?

<p>The employee may be suspended or terminated (D)</p> Signup and view all the answers

What action is taken if there are multiple offenses by the employee?

<p>A second written warning (C)</p> Signup and view all the answers

When might management deviate from the established progressive discipline plan?

<p>When the issue is deemed serious (C)</p> Signup and view all the answers

What is a potential outcome if all disciplinary steps fail to correct the behavior?

<p>Immediate discharge (A)</p> Signup and view all the answers

What position does Michelle Cartwright hold at the American Red Cross?

<p>HR Director (A)</p> Signup and view all the answers

What recent incident was Michelle approached about after her workout?

<p>An employee making a verbal threat to a new employee (B)</p> Signup and view all the answers

How long has Michelle served on the board for Frostburg Fit?

<p>Two years (B)</p> Signup and view all the answers

What key concern did the member express regarding the incident with the employee?

<p>The reason an employee making a threat is still employed (A)</p> Signup and view all the answers

What was Michelle's response to the member expressing concern about the incident?

<p>To thank her for her concern without elaborating (C)</p> Signup and view all the answers

In what capacity does Brad serve on the board?

<p>Board Chair (A)</p> Signup and view all the answers

What is one reason Michelle's job requires her to travel extensively?

<p>She serves an entire region consisting of 23 counties. (B)</p> Signup and view all the answers

What was Michelle's reaction to the member's criticism about the center?

<p>She acknowledged the concern but remained reserved. (D)</p> Signup and view all the answers

What does Brad recognize as needed for the organization?

<p>A culture shift addressing employee performance issues (D)</p> Signup and view all the answers

What characteristic of Gail's management style has Brad observed?

<p>She has a hands-off management approach. (B)</p> Signup and view all the answers

What did Michelle suggest she should do before addressing performance issues?

<p>Speak with Gail about the employee performance issues (C)</p> Signup and view all the answers

What future initiative did Michelle mention she would like to pursue?

<p>Conducting a comprehensive HR audit (A)</p> Signup and view all the answers

What performance indicators has Frostburg Fit seen strong growth in under Brad's leadership?

<p>Membership, retention, and annual giving (A)</p> Signup and view all the answers

Why has Brad hesitated in discussing Gail's future at the center?

<p>He fears it may affect their working relationship. (A)</p> Signup and view all the answers

What challenge does Brad experience as he leads the organization?

<p>Balancing community outreach with operational demands. (B)</p> Signup and view all the answers

According to Michelle, what might be excessive for one conversation with Gail?

<p>Exploring training options and conducting an HR audit (C)</p> Signup and view all the answers

Flashcards

Childhood Physical Activity Rates

A study showing a relatively low rate of daily, vigorous physical activity among students aged 5th grade to 11th grade.

Screen Time in Students

Significant screen time usage, exceeding 10 hours weekly for a large portion of 5th-9th graders.

Childhood Obesity Trend

Growing prevalence of overweight and obesity among children, categorized by age groups (2-5, 6-10, 11-15).

Recreation Center Proposal

A proposal to establish a recreation center in an unused shoe factory for youth, including specialized programming.

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Community Support for Center

Significant parent and community member support for the recreation center, demonstrated by signatures.

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Council Funding for Classes

Funding to support strength and conditioning classes, contingent on yearly approval.

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Performance Metrics

Evaluation criteria for the recreation center success, including member numbers and retention, along with community health studies.

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Limited Outdoor Activity in MN

Minnesota's short outdoor activity season for children due to the cold weather.

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Recreation Center Opening

The recreation center, nicknamed 'Shoe Box', opened in 1993 with initial funding and donations for equipment and a basketball court.

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Facility Expansion (1997)

The center expanded from 2,500 to 6,000 square feet by purchasing and relocating equipment from a closing fitness facility.

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Adult Membership

Adding adult memberships led to a significant increase in recreation center membership, from 250 children to 650 total members within a year.

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Director Hiring

Gail, after considering the commitment, became the recreation center's full-time director, creating more lasting community impact.

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Facility Additions (after expansion)

The center gained a kids' gym, adult weight training & cardio, fitness classes, daycare, and locker rooms, improving community services.

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Retail Space Leasing

The center leased retail space to generate revenue through an athletic apparel store and a nutritional supplement store.

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Indoor Playground

A year after the facility expansion, an indoor kids' playground was built near the daycare area.

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Future Expansion (2005)

Plans were made for a hockey rink and turf field next to the existing recreation center.

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Employee Dissatisfaction

Employees are unhappy with management skills and fear losing good employees.

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Employee Relations Issues

Frostburg Fit faces problems stemming from insubordination and substance abuse in the workplace.

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Verbal Threat Incident

Ken Richards, a maintenance worker, allegedly made threatening comments toward Justin Parker, a fitness instructor.

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Lack of Documentation

The verbal threat incident was not documented despite multiple witnesses, increasing the risk.

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Poor Management Response

Joe Hernandez, property manager, did not immediately address the issue with all witnesses and didn’t document the incident effectively.

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Employee Resignation

Justin Parker, the fitness instructor resigned after being threatened, highlighting organizational issues.

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Lack of Employee Files

Frostburg Fit lacks systematic documentation of employee disciplinary actions, paperwork and appraisals.

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Escalating Argument

The verbal threat stemmed from an argument concerning the fitness studio's sound system between a maintenance worker and a fitness instructor.

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HR Director's Role

Michelle Cartwright is the HR director at the regional American Red Cross office, and she is also a board member of Frostburg Fit.

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Frostburg Fit Growth

Frostburg Fit has experienced significant growth in both employee count and program offerings, causing new challenges.

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Employee Threat Incident

A Frostburg Fit employee made a verbal threat to a new, part-time employee, causing concern.

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Member's Concerns

A Frostburg Fit member expressed dissatisfaction with the handling of the incident, questioning why the threatening employee was still employed.

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Board Meeting Discussion

Michelle Cartwright is seeking a meeting with Brad, the board chair, before the upcoming board meeting.

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Board Chair's Location

Brad, the board chair, works as a tax accountant in a building near Frostburg Fit, making it convenient to meet.

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HR Director's Schedule

Michelle Cartwright's HR position requires her to travel extensively across 23 counties, making her schedule flexible, which caused a slight delay in her meeting with Brad.

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Meeting Delay

Michelle arrived late for the meeting with Brad because of an extended meeting with one of her managers.

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Disciplinary Action

Steps taken to address employee misconduct, ranging from counseling to termination. It is decided based on the severity, nature, and frequency of the offense.

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Documented Counseling

The initial step in disciplinary action, where an employee is spoken to about their misconduct and a plan is made to avoid further issues.

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Written Warning

A formal record of misconduct, outlining problem areas and corrective action. Issued after repeated or unresolved issues.

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Performance Improvement Plan

A structured period where an employee works on improving their behavior or performance, with set goals and deadlines.

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Final Written Warning

A serious warning indicating that termination is a possibility if further misconduct occurs. Includes a suspension without pay.

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Suspension

A temporary removal from work, usually without pay, as a consequence of serious misconduct.

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Termination

The end of employment due to persistent misconduct or unsatisfactory job performance, despite previous disciplinary measures.

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Four-Step Plan

A guideline for disciplinary action, involving documented counseling, written warning, final warning/performance improvement plan, and termination.

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Hands-off Management

A leadership style where the manager avoids direct involvement in daily operations, allowing subordinates more independence.

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Community Outreach

Activities and programs designed to engage with the local community, building relationships and providing services.

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Performance Audit

A systematic review of an organization's effectiveness, focusing on human resources aspects like employee performance, training, and policies.

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Culture Shift

A change in the overall atmosphere, values, and behaviors of an organization.

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Transitioning Role

The process of moving from one position or responsibility to another, often with a gradual handover of duties.

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Employee Performance Issues

Problems related to an employee's ability or willingness to meet expectations in their role.

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Supervisory Training

Education provided to managers and leaders to enhance their skills in managing employees effectively.

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Comprehensive Audit

A thorough examination of an organization's HR practices, covering all aspects like recruitment, training, compensation, and employee relations.

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Study Notes

Frostburg Fit Case Study

  • Frostburg Fit is a non-profit recreational facility in Frostburg Falls, Minnesota, established in 1993.
  • The facility aims to promote physical activity among youth.
  • Frostburg Falls has a population of ~15,500 with a significant proportion of retirees.
  • The community is known for its Frostburg Falls Fest in early October, attracting over 60,000 visitors.
  • There's a concern among employees about the lack of a strong and defined Human Resource (HR) function.
  • Issues with employee conduct, including verbal threats and performance issues, have been reported.
  • Management's response to these issues is also questioned, particularly Gail Wolfe's hands-off management style.
  • There are concerns regarding nepotism in hiring practices.
  • Employees are unsatisfied with the current management and suggest seeking new leadership.
  • Questioning performance metrics and employee relations exist as current issues.
  • The organizational chart shows roles for executive director, finance, membership, operations, development, office coordinator, hockey and skating, operations, property management, associate director, marketing, child care, league and tournaments.
  • Performance metrics (2010-2015) for membership, membership increase, children in youth camps, and member satisfaction score are provided.
  • The case study includes questions relating to employee conduct, HR strategies for Frostburg Fit, and an HR audit for the company.
  • Questions for undergraduates include scenario simulations on how to handle employee conduct.
  • Questions for graduates delve into assessing HR audit components and recommendations.

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Related Documents

Frostburg Fit Employee Conduct/HR Strategy PDF

Description

Explore the challenges faced by Frostburg Fit, a non-profit recreational facility. This case study delves into management issues, employee dissatisfaction, and the need for a defined HR function. Understand the implications of the organizational structure and the community dynamics involved.

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