Number of Pages: 5 (Double Spaced) Number of sources: 4 Writing Style: APA Assignment 4: HR Training Class Due Week 8 and worth 200 points Imagine that you are a member of the HR department of a small retail company and upper management has asked you to create a new employee customer service training class for all new employees.   Write a six to seven (6-7) pages paper in which you: 1. Justify the use of a needs assessment of your company’s proposed employee customer service training, stressing five (5) ways in which such an assessment would expose any existing performance deficiencies. 2. Develop a customer service training implementation plan and determine the method of training (i.e., presentation, discussion, case study, discovery, role play, simulation, modeling, or on-the-job training).   3. Justify why you selected the training method that you did.  4. Propose two (2) ways to motivate an employee who has no interest in attending a training class. 5. Develop a survey to collect feedback from the employees who attend the training. 6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.  Your assignment must follow these formatting requirements: · Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. · Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.  Assignment Component Proficiency Maximum Points Mission, Vision, and Values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values? Assessment of the organization’s understanding of mission, vision, and values is clear and complete. It includes direct examples of relationship to the business strategy. 6/12 points Strategy Clarification:  Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage (these are inputs from M5: Assignment 1). Assessment of the organization’s understanding of business strategy is clear, complete, and grounded in reason. Examples from the interviews with mid-level and senior managers are used to illustrate or expand ideas. Assessment of the understanding and agreement of the business unit is clear, complete, and grounded in reason. 9/12 points Cultural Assessment:  Explain the unwritten rules and shared values.

1. Number of Pages: 5 (Double Spaced)
Number of sources: 4
Writing Style: APA
Assignment 4: HR Training Class
Due Week 8 and worth 200 points
Imagine that you are a member of the HR department of a small
retail company and upper management has asked you to create a
new employee customer service training class for all new
employees.
Write a six to seven (6-7) pages paper in which you:
1. Justify the use of a needs assessment of your company’s
proposed employee customer service training, stressing five (5)
ways in which such an assessment would expose any existing
performance deficiencies.
2. Develop a customer service training implementation plan and
determine the method of training (i.e., presentation, discussion,
case study, discovery, role play, simulation, modeling, or on-
the-job training).
3. Justify why you selected the training method that you did.
4. Propose two (2) ways to motivate an employee who has no
interest in attending a training class.
5. Develop a survey to collect feedback from the employees
who attend the training.

2. 6. Use at least three (3) quality academic resources in this
assignment. Note: Wikipedia and other Websites do not qualify
as academic resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
Assignment Component
Proficiency
Maximum Points
Mission, Vision, and Values:
Assess the organization’s understanding of the mission, vision,
and values, and how they relate the business strategy. Is there
consensus on the mission and vision of the organization? What
are the shared values of the organization? What are the
behaviors espoused by these values?
Assessment of the organization’s understanding of mission,
vision, and values is clear and complete. It includes direct
examples of relationship to the business strategy.
6/12 points
Strategy Clarification:
Assess the organization’s understanding of the business strategy
through interviews with mid-level and senior managers. Assess
their understanding and agreement of the business unit’s value
proposition, market position, and competitive advantage (these
are inputs from M5: Assignment 1).

3. Assessment of the organization’s understanding of business
strategy is clear, complete, and grounded in reason. Examples
from the interviews with mid-level and senior managers are
used to illustrate or expand ideas.
Assessment of the understanding and agreement of the business
unit is clear, complete, and grounded in reason.
9/12 points
Cultural Assessment:
Explain the unwritten rules and shared values that govern
behaviors in the organization. Do they act as enablers or
blockers to the strategy? For example, is there a culture of
information sharing and collaboration that enables the
organization to respond quickly across structural boundaries to
solve problems for customers? On the other hand, do groups not
share important information through informal mechanisms, thus
slowing response times?
Unwritten rules and shared values in the organization are
clearly identified and completely explained. How they influence
the organization is described, and specific examples are used to
support and justify ideas.
9/16 points
Value Chain Analysis:
Identify the primary (direct) and support (indirect) activities
that create and deliver your product or service to your
customers. Assess each activity’s contribution to competitive
advantage through cost or differentiation. Identify any areas
where the business may be at a competitive disadvantage.
Primary and support activities are clearly and accurately
identified and explained. How each activity contributes to the
competitive advantage is clearly explained with specifics in
competitive advantage through cost or differentiation.
Any areas where business may be at a competitive disadvantage
are identified and explained.
5/16 points
Summary of Key Findings:

4. Using these different analyses, identify the organizational
strengths and weaknesses as they relate to the business strategy.
Strengths and weaknesses of the organization are identified and
explained. How they related to the business strategy is
explained and specific examples are provided to justify ideas.
10/16 points
Write using ethical scholarship and proper grammar and
mechanics.
Writing is clear, concise, and in an organized manner;
demonstrates ethical scholarship in accurate representation and
attribution of sources; and displays accurate spelling, grammar,
and punctuation.
6/8 points
Running Head: ORGANIZATIONAL ASSESSMENT1
ORGANIZATIONAL ASSESSMENT 2
Assess your work. Did you address each of these areas and
questions supporing your points with research and examples?
Always make sure you address all areas of an assignment:
· Mission, Vision, and Values: Assess the organization’s
understanding of the mission, vision, and values, and how they
relate the business strategy. Is there consensus on the mission
and vision of the organization? What are the shared values of
the organization? What are the behaviors espoused by these
values?

5. · Strategy Clarification: Assess the organization’s
understanding of the business strategy through interviews with
mid-level and senior managers. Assess their understanding and
agreement of the business unit’s value proposition, market
position, and competitive advantage (these are inputs from M5:
Assignment 1).
· Cultural Assessment: Explain the unwritten rules and shared
values that govern behaviors in the organization. Do they act as
enablers or blockers to the strategy? For example, is there a
culture of information sharing and collaboration that enables the
organization to respond quickly across structural boundaries to
solve problems for customers? On the other hand, do groups not
share important information through informal mechanisms, thus
slowing response times?
· Value Chain Analysis: Identify the primary (direct) and
support (indirect) activities that create and deliver your product
or service to your customers. Assess each activity’s contribution
to competitive advantage through cost or differentiation.
Identify any areas where the business may be at a competitive
disadvantage.
· Summary of Findings: Using these different analyses, identify
the organizational strengths and weaknesses as they relate to the
business strategy. Organizational strengths are assets,
capabilities, and resources that contribute directly to the
organization’s strategic fit, differentiation, and competitive
advantage relative to competing organizations. Organizational
weaknesses are characteristics and capabilities (often lacking)
that place the organization at a disadvantage relative to
competitors.
Executive summary

6. This analysis looks at a brief introduction to Sony Corporation.
The analysis evaluates the mission, vision and values at Sony
Corporation. Further, the study looks at the strategy employed
by Sony in the industry. Assessment of a firm internal
environment is very important in decisions regarding strategy
and so this report looks at the internal environment of Sony. An
analysis of value chain is made and factors such as logistics,
operations, marketing, infrastructure, services, HR,
procurement, and technology are highlighted. In conclusion the
analysis looks at the strengths and weaknesses identified for
Sony Corporation which are…??? What are your
recommendations?.
State your goal, your analysis method and the analysis, the
results, your recommendations
Table of Contents
Executive summary2
Introduction4
Mission, Vision, and Values4
Vision4
Mission5
Strategy Clarification6
Cultural assessment6
Value chain Analysis7

7. Inbound logistics7
Operations7
Outbound logistics7
Marketing and sales8
Services8
Infrastructure8
Human resources management8
Technological development8
Procurement8
Summary of Findings9
Strengths9
Weakness9
References10
You Need a
Title
Sony Corporation is involved in the development, design,
manufacture and distribution of a range of electronic equipment,
instruments, gadgets for industries, consumers and professionals
and software products. Consumer segment products include
LCD television, personal computers, cameras, and navigational
systems, audio and video equipment (U.S Sony Corporation,
2013). For professional customers, they include products such
as audio, monitors for commercial use. Sony has production
facilities in major markets, and its products are a household
name. A look at the financial statements reveals a profit after
tax of over one billion US dollars for the year ending March
2013. The balance sheet shows an asset basses that are in excess
of the liabilities. Mission, Vision, and Values
Mission and vision refer to organization’s purpose and desires
(Martins & Terblanche, 2003). The mission communicates an
organization’s reason for existence and how it seeks to serve its
stakeholders (Bart & Baetz, 1998). The vision is a statement
that is future oriented, and it declares purpose and aspirations.
The two guide strategy development, communicate a firm’s
reason and influence the goals and objectives to evaluate

8. strategy (Stanford, 2007). Values are beliefs attached and
embraced by individuals and organizations Vision Comment by
StyleWriter: What is your analysis of this mission and vision
The company envisages creating exciting new digital
entertainment experiences by use of the latest generation
content and services. Mission
Sony is devoted to developing a wide assortment of innovative
products and multimedia services that test the way customers
experience digital entertainment. Through synergy, Sony is
constantly determined to produce new entertainment that can be
experienced on diverse products.
Business strategy Comment by StyleWriter: I know you like
italiacs but this is not a proper Level 1 heading
Please see : http://owl.english.purdue.edu/owl/resource/560/16/
Sony has embarked on repositioning the electronic
business (digital imaging, mobile and game) as their main focus
and concentrate resources in the three areas. It is projected that
his will contribute about 80 percent from the electronic
business. The television business is undergoing structural
changes by enhancing design engineering efficiency and scaling
down the number of models which will ensure a reduction in
fixed business costs. Sony aims to increase the share in the
emerging markets and achieve a 60 percent of share of AV/IT
products by year 2014. Apart from peripheral medical business
such as medical printers, cameras and recorders, it plans to
venture into components such as endoscopes. Plans are
underway at Sony to hasten on-going business mixture and
focus to enable concentrate in core and emerging areas. It is
realigning the portfolio to move resources to growth
segments/areas (Stanford, 2007).
Merging the vision with business strategy we see that the new
business ventures and technology reflects the vision of
providing emerging digital experiences. The wide range of

9. businesses answers the mission in providing a wide selection for
choices. The various businesses work together and provide the
synergy to provide innovation and diversity in entertainment.
The mission and vision are in agreement since they both
converge on the need to enhance quality experience through
offering customer need, embracing new technology, reaching
customers across the world and internal realignments to meet
operational efficiencies and effectiveness.
Shared values at Sony include innovation, learning, taking risks,
honesty, valuing diversity in opinion, and sharing knowledge.
Behaviors promoted by the values include integrity, hard work,
appreciation and recognition of efforts, career and personal
development, loyalty, stability and a sense of direction (U.S
Sony Corporation, 2013).Strategy Clarification
The company pride in a value proposition that promises quality
and unique experiences. This comes with a price, and it has
been a challenge in the poor economy. Sony’s market
positioning entails segmentation and use of differentiation
strategies to provide enhanced and quality products for its
markets. Competitive advantages and competencies include may
include well designed and entrenched structure, highly skilled
manpower, advanced technology, strong physical infrastructure,
and strong financial resources among others (Prahalad, &
Hamel, 1990). These competencies are clearly reflected in Sony
Corporation. The management shows a great understanding of
the company’s current situation. Despite these, the current
unfavorable economic environment and increased competition
from other cheaper brand provide a critical moment for the firm
as to whether they need to change their current approach.
Cultural assessment This is not a cultural assessment
Cultural values at Sony include innovation, learning,
taking risks, honesty, valuing diversity in opinion, and sharing
knowledge. These values inform the conducts that are not easy
to design in the formal structure. The organization has
embraced the value of the team and group work which greatly
support sharing information and knowledge (Zien & Buckler,

10. 1997). The company encourage informal sessions where
information sharing is enhanced. Team projects play a major
role in fostering innovation, and this helps solve customer
problems and address their needs. Despite the anticipated slow
in processing shared information, the company values of hard
work and performance suppress such delay tendencies. Value
chain Analysis
This describes the functions and activities that happen in
a business and relate them to an analysis of the competitive
might of the company. According to Porter (1996), there are
primary and support activities in a firm. Primary activities
entail inbound logistics, operations, outbound logistics,
marketing and sales and services. Support activities include
infrastructure, HR management, technology development and
procurement. The two sets of activities work to enhance the
effectiveness and efficiency and consequently attainment of
profit margin. These activities provide the company with an
opportunity to create superior value. Reconfiguring the value
chain can lead to lower cost or differentiation and further
experience a competitive advantage (Talluri et al, 1999).
Have a transition from one section to another
Primary activities at Sony that facilitate cost competitive
advantage include: Comment by StyleWriter: What are you
basing this information on? IN text citations needed
Inbound logistic- The firm has outsources suppliers for various
components spread across
The globe. It also has large facilities to receive and warehouse
raw materials and distributions. These functions are well
managed, and since they contribute significantly to cost
reduction, they are a critical competitive advantage (Zien &
Buckler, 1997
Operations-The Company has embraced technology and its
systems are more efficient and effective. The process of
transforming inputs to outputs is managed and operated through
mechanized and streamlined systems that reduce costs

11. significantly.
Outbound logistics-The warehousing and distribution of
products is well managed through elaborate outbound logistics.
The company has a strong network of distributors across the
globe. The company employees and distribution partners are
well trained and positioned to handle challenges arising and
hence forms a crucial component of the firm’s strength.
Efficient network minimizes the cost of doing business (Talluri
et al, 1999).Marketing and sales-Sony is reputed for
identification and fulfillment of customers needs. This is a
differentiation strategy since it is able to identify the needs of
different customer segments and meet them.Services-Sony has a
unique customer proposition which include after sale services,
warranty offers, services, customer service facilities and trade
exhibitions. The services play a significant role in
differentiation.
Support activities at Sony that facilitate cost competitive
advantage include:
Infrastructure -Support facilities include the organizational
structure, culture and values, and control and monitoring
systems. These resources are important in facilitating cost
reductions and enhancing competitive. For example, effective
and efficient systems ensure quality is upheld, and waste is
avoided.Human resources management-Activities include
recruitment, employment, training, coaching, development and
remuneration. Well trained and remunerated employees are
motivated to work harder and achieve better results. Skills are
not easy to copy by competitors hence the highly trained team at
Sony is key sources of competitive advantage. Technological
development-It supports the value by establishing better cost
effective methods to perform various activities.Procurement -
Processes of purchase have an impact on warehouse costs,
quantity discounts and quality of material among others.
Streamlined processes at Sony help in checking costs through
competitive sourcing and minimal waste as a result of quality

12. inbound purchases.
You need a transitionSummary of Findings
You need to explain the information that will be in this
sectionStrengths
· Huge internal reserves that can be used to fund programs
· It has a rich tradition of technological expertise that can be
used to address emerging needs
· Strong internal checks and balances that ensure effectiveness
and efficiency
· Highly skilled and motivated staffWeakness
· Diversification has moved it further from core competency of
making consumer electronic products
· High brand equity associated with quality and consistency
· It is undergoing restructuring and changes in its business
strategies which distracts it from the pace of growth
You need a conclusionReferences
Bart, C. K., & Baetz, M. C. (1998). The relationship between
mission statements and firm
Performance: An exploratory study. Journal of
Management Studies, 35, 823–853.
Martins, E. C., & Terblanche, F. (2003). Building organisational
culture that stimulates creativity
And innovation. European Journal of Innovation Management,
6(1), 64-74.
Porter, M. E. (1996). What is strategy? Harvard Business
Review, November–December, 61-
78. The value chain
Prahalad, C. K., & Hamel, G. (1990). The core competence of

13. the corporation. Resources, firms,
And strategies: A reader in the resource-based perspective,
235-256.
Sony Corporation (2013). Who we are. Retrieved on 3rd May,
2013.
http://www.sony.com/SCA/who-we-are/overview.shtml
Stanford, N. (2007). Guide to Organisation Design: Creating
high-performing and adaptable
Enterprises (Vol. 10). Bloomberg Press.
Talluri, S., Baker, R. C., & Sarkis, J. (1999). A framework for
designing efficient value chain
Networks. International Journal of Production Economics,
62(1), 133-144.
Zien, K. A., & Buckler, S. A. (1997). From experience dreams
to market: crafting a culture of
Innovation. Journal of Product Innovation Management,
14(4), 274-287.
Module 5 Readings and Assignments
Complete the following readings early in the module:
· From the University online library resources, read:
Required Readings
· Roh, J. J., Hong, P., & Park, Y. (2008). Organizational culture
and supply chain strategy: A framework for effective

14. information flows. Journal of Enterprise Information
Management, 21(4), 361–376. (ProQuest Document ID:
220044319)
http://search.proquest.com.libproxy.edmc.edu/docview/2200443
19?accountid=34899
· Smith, B. D. (2007). Strategy-making: What works is what
fits. European Business Forum, 28, 32–37. (ProQuest Document
ID: 224670404)
http://search.proquest.com.libproxy.edmc.edu/docview/2246704
04?accountid=34899
· Zuckerman, A. (2002). Strong corporate cultures and firm
performance: Are there tradeoffs?Academy of Management
Executive, 16(4), 158–160. (EBSCO AN: 17534385)
http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/
login.aspx?direct=true