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Scenario Sequence 2

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Mark McInnis

on 28 October 2013

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Transcript of Scenario Sequence 2

Summary: You are a contractor specializing in the construction of commercial buildings and the Quickie Mart corporation has just hired your services to build a new Quickie Mart twenty-two miles outside of Phoenix, Arizona, alongside Interstate 10.
Quickie Mart
Possible Argument:
Designing and building a green LEED certified building is going to be very costly for our investors and will not provide any immediate benefits.
The designers have decided that they want to build an efficient, sustainable building using green construction methods. In order to do this, they must follow the LEED (Leadership in Energy and Environmental Design) building certification system.
Construction Materials
Steel: Mostly recycled from other scrap metal. It is thermal/energy efficient and is built to last.

Concrete: Using the EF Technology family of concrete mixes can contribute to LEED and lower the carbon footprint for the project.

Solar Panels: Locally based company First Solar will provide advanced thin-film panels, which have the smallest carbon footprint and fastest energy payback time of any PV system.
Scenario Sequence 2
Emotional (Part Time Workers)
Summary: As lead contractor, you will need to hire out thirty extra workers to help with the general laying of the foundation and construction of the new building. Before placing an ad in the local paper, you must first decide how much to pay the extra workers and are considering two dollars less per hour than your current worker, but allowing them to pickup four to five hours each week.
How will extra workers feel about lower wages?
How will regular workers feel about not getting extra hours?
Consider seniority, as well as equality
The contractor decided to put the ad in the paper out for $10/hr. and will allow new workers a few more hours each week. These new workers haven't proven themselves quite yet, therefore paying them a slightly lower rate is reasonable. Also, they are allowed to work a few extra hours each week, where they can begin to showcase their work ethics and work toward another labor job, if they would like to.
Possible Argument
This decision may still lead to disgruntled employees. Regular workers could want extra hours and new workers could complain about low wages.
New workers will know what they are in for by taking the job. Regular workers honestly trying to get more labor hours could be taken care of on an individual basis.

What are the building codes/ordinances for the Phoenix area?
What type of building materials/energy sources will be used?
What kind of building precautions should be used to counter the extreme temperatures in Arizona?
LEED's 5 Main Components
1. Sustainable Sites
2. Water Efficiency
3. Energy & Atmosphere
4. Materials & Resources
5. Indoor Environmental Quality

Having different employees earning different amounts of pay can be a very tricky and dangerous situation but as long as both sides can have an upside, complaints will remain at a minimum, making those that do occur, receive the attention that they need.
Are there an risks with this solution?
Circumstantial (Communication)
Summary: Once the job has begun, there is some conflict between a few of the regular and extra workers. It becomes difficult to openly talk to all workers without showing favoritism or bias to the regular workers. In order to avoid this bias, you've decided to keep all talk general with all of the employees.
How will the regular employees interpret or react to this impersonal approach?
How will your extra workers interpret and react to this impersonal approach?
Consider the importance of maintaining relationships
It is definitely important for the contrator to not alienate a part of the workforce. Although speaking primarily general with the regular employees may be uncomfortable at first, the contractor can discuss with them, in private, the reasoning and assure them that this won't be his behavior 100% of the time. This way, the contractor can keep a close relationship with the regular workers and begin to get to know the new workers on a lesser basis.
Possible Argument
By speaking mainly generally to all of your workers, you could alienate your regular workers, and possibly the extra workers as well.
The contractor has a strong enough rapport with his regular workers that they can trust him and his word that he won't be all business, all the time. The contractor understands that the situation may be awkward, but it can be worked around.
Are there an risks with this solution?
As the boss, it is imperative that the contractor does his best not to show favoritism to certain workers. By keeping the majority of his speaking general to all the workers, the contractor can avoid that all together and remain very personal when he is speaking to workers one on one or in small groups.
May distance himself from workforce
Using green materials and following LEED building procedures will procedures will provide many long-term benefits that will outweigh the initial investment. For example, the IRS has tax deduction of up to $1.80 per square foot for energy efficient buildings.
Building a green, sustainable Quickie Mart will not only provide long-term benefits for our investors but will also provide benefits to the environment and allow us to serve our customers efficiently for many years to come.
Are there any risks with this solution?

1. The Quickie Mart does not provide a large enough return on investment to cover the materials.
2. The solar panels do not operate at capacity on cloudy or stormy days.
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