Diagnostics and Interventions for the Global Human Capital Manager DUE ON 10/31/2017 AT 23:00PM 750 - 1,000 words The board of directors at AGC needs a status update on your change management project. Shawn asks you to write an executive report for John and the board of directors about the change management process and the progress being made toward resolving the global human capital management problems at AGC. This report will be shared at an upcoming investor meeting. Because the future success of AGC depends on achieving its human capital management goals, the board of directors wants to ensure that investors understand that it has changed its strategy to align human capital goals with its organizational goals. Review the AGC scenario for this course and prepare a 750–1000-word executive report that describes the steps in your change management plan, including the following: · Diagnosis: A summary of AGC’s problems, how they were diagnosed, and your conclusions regarding the root causes. · Intervention: A description of human capital management strategies that you recommended to create change at AGC and how they were implemented. · Evaluation: How did you measure the effectiveness of your change management plan? What were the effects on the employees and the organization’s market performance? MUST USE SOURCES & NOTES BELOW http://www.ahrd.org/ http://blog.iese.edu/reiche/files/2010/08/Inpatriates-and-the-role-of-interpersonal-trust1.pdf http://journals.sagepub.com/home/jom http://horizon.unc.edu/ Introduction: Lessons from Experience: Diversity and Cultural Sensitivity The story that you are about to read is from actual events that occurred in the field. Its purpose is to provide you with a real-world example from a seasoned professional in the business world. Diversity and Cultural Sensitivity My company, Elite Global Engineering, Inc. (EGE) is a multinational organization with international subsidiaries in eight locations. Project management is an important component at EGE. Individuals are chosen to lead large change initiatives. Depending on the project, these changes often affect our home base in Florida as well as one or more of our global subsidiaries. I was asked to lead a large project for our home base and two of our international locations in Italy and in China. The project involved the integration of a new informational management (IM) system. My core team was crosscultural and included members from all locations. As the manager of this project, I employed key components of change management principles and steps; I followed a combination of Kotter’s and Lewin’s basic steps. Well into the project, I felt pleased about my team's performance until I received a phone call from one of the senior directors in China. He told me that team members in China had concerns about the team and their involvement. He said that they felt their opinions were not taken seriously and that they did not feel like equal partners. This came as a s.

1. Diagnostics and Interventions for the Global Human Capital
Manager
DUE ON 10/31/2017 AT 23:00PM
750 - 1,000 words
The board of directors at AGC needs a status update on your
change management project. Shawn asks you to write an
executive report for John and the board of directors about the
change management process and the progress being
made toward resolving the global human capital management
problems at AGC. This report will be shared at an upcoming
investor meeting. Because the future success of AGC depends
on achieving its human capital management goals, the board of
directors wants to ensure that investors understand that it has
changed its strategy to align human capital goals with its
organizational goals.
Review the AGC scenario for this course and prepare a 750–
1000-word executive report that describes the steps in your
change management plan, including the following:
· Diagnosis: A summary of AGC’s problems, how they were
diagnosed, and your conclusions regarding the root causes.
· Intervention: A description of human capital management
strategies that you recommended to create change at AGC and
how they were implemented.
· Evaluation: How did you measure the effectiveness of your
change management plan? What were the effects on the
employees and the organization’s market performance?
MUST USE SOURCES & NOTES BELOW
http://www.ahrd.org/
http://blog.iese.edu/reiche/files/2010/08/Inpatriates-and-the-
role-of-interpersonal-trust1.pdf
http://journals.sagepub.com/home/jom
http://horizon.unc.edu/

2. Introduction: Lessons from Experience: Diversity and Cultural
Sensitivity
The story that you are about to read is from actual events that
occurred in the field. Its purpose is to provide you with a real-
world example from a seasoned professional in the business
world.
Diversity and Cultural Sensitivity
My company, Elite Global Engineering, Inc. (EGE) is a
multinational organization with international subsidiaries in
eight locations. Project management is an important component
at EGE. Individuals are chosen to lead large change initiatives.
Depending on the project, these changes often affect our home
base in Florida as well as one or more of our global
subsidiaries. I was asked to lead a large project for our home
base and two of our international locations in Italy and in
China. The project involved the integration of a new
informational management (IM) system. My core team was
crosscultural and included members from all locations. As the
manager of this project, I employed key components of change
management principles and steps; I followed a combination of
Kotter’s and Lewin’s basic steps. Well into the project, I felt
pleased about my team's performance until I received a phone
call from one of the senior directors in China. He told me that
team members in China had concerns about the team and their
involvement. He said that they felt their opinions were not taken
seriously and that they did not feel like equal partners. This
came as a surprise to me because we had been completing key
objectives and keeping to our time line. I thought we were an
effective team. In hindsight, I realized that I hadn't focused on
cultural differences that may have led team members from
China to feel that they were isolated. Even though I was always
respectful to everyone, it simply wasn't enough because I was
not appropriately prepared to handle all aspects of managing a
crosscultural team. It is important to take away the following
from this scenario: • Expatriates are not the only people who
need cultural sensitivity and Lessons From Experience:

3. Diversity and Cultural Sensitivity 2 crosscultural team training.
People who work virtually with international sites do as well. •
Project management training should include training
interventions of this sort to strengthen the interpersonal skills
of a crosscultural team.
ANOTHER SOURCE/STORY -- Org. Models for the Global
Company
Global companies face a vastly different set of challenges,
priorities, and responsibilities than do domestic companies.
Many large companies have gone to the global market over the
past several years to gain access to new market shares.
Companies that decide to go global will normally make the
decision when a cost-benefit analysis and other forecasts show
clear room for growth and greater profit.
Organizational Identity Influences Structure
Organizational models can differ for global companies based on
organizational identity and structural needs. At the highest level
of the organization, global companies must first decide how the
organization itself will be headquartered: Decide whether the
organization will be centralized in a main physical location or
subdivided into several locations situated in line with the goals
and objectives of the organization. Identity also influences the
choice of structure. For example, an organization that relies on
a localized identity to transact business would probably use
subdivided locations. For other organizations, this might not be
the sensible choice.
Legal Factors Influence the Organizational Model
Organizational models and characteristics for global companies
can vary from companies that are not global in scope because of
legal factors like international law, labor laws, and the
regulations particular to a given business or industry (Kogut,
1998). The organizational characteristics of global companies
also differ greatly from those of domestic companies especially
in terms of the culture of society. For example, the setting and
expectations of host country nationals affect the degree of

4. formalization in job expectations, documentation, written
directives, and policies (Hodgetts, Luthans, & Doh, 2006).
With the exceptions previously noted, organizational models in
global companies consist of a main corporate structure dictating
to smaller operational units. Beyond the superficial
considerations, these units could be located and placed together
based on the client base, product, or service that is being
utilized. For example, organizational units associated with the
oil industry are typically placed in strategic areas where oil
production or associated ancillary services are to be found. This
makes sense as a strategy for the business interests of the firm.
Many times these structures are in a state of flux and can be
changed in response to changes in the economy, business, or
political climate of a specified unit's location.
The Dynamic Nature of Global Business
The organizational model for global companies is different from
that of domestic companies. These differences are based upon
the needs and objectives of the given organization and can
change in response to needs and changes in the business model
itself, indicative of the complex and dynamic nature of global
business in the fast-paced and highly competitive 21st century.
A viable, growing global company must forecast and respond to
all called for changes to ensure ongoing and future successes.
References
Hodgetts, R. M., Luthans, F., & Doh, J. P. (2006). International
management: Culture, strategy, and behavior (6th ed.). Boston:
McGraw-Hill/Irwin.
Kogut, B. (1998). International business: The new bottom
line. Foreign Policy, 152–162.
Pricing strategy assignment
For Apple company
. What are the competitive changes, industry changes (e.g.,
companies doing more business online), and general external
environment changes (PESTEL).

5. Business Policy and Research realted topic
1. Take a look at the Mott McDonald case study
http://businesscasestudies.co.uk/mott-macdonald/creating-
strategic-direction/introduction.html (note that there are six
pages to this case study) and discuss their mission, vision, and
values in terms of this course. To what extent do these serve as
decision guides for strategic managers in the organization?
2. Describe the unique challenges facing a company that is
pursuing a (focused) "Cost Leadership" strategy. Identify a
company or division (other than Ikea) that succeeds with this
strategy and describe some of the actions it has taken to in order
to be successful.
3. Review the Lego case study
http://www.thelegocasestudy.com (2014). Using concepts
derived from this course, what Strategic issues did Lego face in
the early 2000s? What was their (strategic) mechanism for
growth? How well did they leverage their core competencies?
4. Romulac Inc. (RI), a subsidiary of a large successful
manufacturing conglomerate, supplies a key component in the
assembly of residential cooling systems (air conditioning units,
etc.). There has been tremendous consolidation in RI's industry,
to the point where only five suppliers of this particular
component account for nearly 90 percent of U.S. industry sales.
Paralleling this trend, its customers—composed of makers of
branded residential air conditioning units like Carrier
and Trane—have seen similar levels of consolidation in their
own industry. Half of these firms produce all their components
in-house, while the balance purchases them from specialized
component manufacturers like RI. RI's business is extremely
capital intensive, and their 40 percent share of the market
allows them to also be the most profitable domestic player.
Strong competitors exist in Europe and Asia. Although like RI,

6. these foreign players' strongholds are their home regions, with
negligible presence outside of the region. Some of the larger
Asian manufacturers have signaled an interest in more
aggressively pursuing the lucrative U.S. market. RI is presently
considering a $400 million dollar investment in a new plant,
which will create a component that is much quieter, more
efficient, and is likely to satisfy future regulatory standards.
While the core technology for the new component is very
old, RI's engineering and design skills have allowed them to
retain their low cost advantage, even though the component will
represent a significant improvement over products currently
provided by its competition.
a. Develop an argument as to why RI should try to be a first-
mover with this new technology.
b. Develop an argument as to why RI should try to be a
second-mover with this new technology
Extra Credit
Describe the managerial shortcomings that the practice of
Evidence Based Management are intended to overcome.
Sales promotion encourages 'behavior' - not just purchases!
Advertising can build brand awareness and enhance a brand's
image (e.g., create knowledge, feelings, intentions) but sales
promotion encourages immediate action.
For Apple
1. Create 2 - 4 sales promotion objectives for your marketing
plan; these might involve traditional tactics and media or
onine (social media, websites) media.
2. Provide a 1 to 2-page outline (just a basic outline) of your
'consumer sales promotion' and 'trade sales promotion'. The
attached outline provides many ideas for you.
2 page outline