Argosy b6512-module-4-assignment-2-global-staffing-new
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Argosy b6032-module-1-assignment-3-case-study-merger-and-acquisition-new
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Part B Individual Case Study – Grantpac Ltd (80 of module.docx
Part B: Individual Case Study – Grantpac Ltd (80% of module mark)
Note:
1) Please refer to and read the attached case study and assignment brief carefully.
2) The case is not based on an actual organisation.
Brief
You have been retained as a consultant by Paul Green, the Managing Director of Grantpac Ltd, to advise on the tasks facing the new appointee to the role of National Sales and Marketing Manager.
When you have reviewed and analysed the company information below, you are to write a report for him which must address his concerns with regards to:
· The issues of management style / practices including recruitment and training (30%)
· Sales person performance including motivation, control and remuneration (30%)
· The pressing need to integrate the two sales forces (30%)
You should define actions to be taken and your expected outcomes for these actions. Your recommendations should relate to proposals for the next 18 months to 2 years.
Paul Green has an MBA as well as a degree in Chemistry so he expects both practical and theoretically sound analysis and proposals. You therefore need to provide underpinning, including academic referencing and examples as appropriate.
A further 10% is awarded for the presentation of the report, including formatting, referencing, spelling and grammar.
Your report should be approximately 3000 words in length. (Appendices, bibliography and Executive summary are not part of the word limit)
Please remember the University Regulations concerning plagiarism
FEEDBACK
Date generic feedback will be available:
3 working weeks from submission
How generic feedback will be returned to you:
x-stream
Date provisional mark will be available
4 working weeks from submission
How provisional marks will be returned to you:
x-stream
Date individual feedback will available
Following exam board
How individual feedback will be returned to you:
Hardcopies available from admin
Case Study: Grantpac Ltd
Grantpac Ltd is a medium sized privately owned company based in Coventry and was formed in October 2012 by the merger of two companies: Grant Packaging Ltd based in Coventry specializing in plastic packaging and Cardpac Ltd based in Halifax who specialised in cardboard packaging. It is owned by the directors who acquired the original companies through a series of buy-ins. Paul Green is the Managing Director and owns a 40% share. The Marketing Director, Finance Director, Technical Director and Production Director each own 15% of the Company. The Marketing Director, Ian Slater (aged 63), was previously Managing Director of the cardboard packaging company, the other directors all came from Grant Packaging. Due to ill health Ian is about to retire and sell his stake in the company to the other existing directors. His role will be replaced by a new postion, the National Sales and Marketing Manager.
From its’ factory in Coventry Grantpac supplies a wide range of plastic packaging products used in fmcg industries su.
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VenturaWorld is under no pressure to engage with numerous applications to meet sales targets!! We are only interested to focus on your individual application and its success. Hence you can be assured that you will get individual attention and your application will get its due attention.
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Part B Individual Case Study – Grantpac Ltd (80 of module.docx
Part B: Individual Case Study – Grantpac Ltd (80% of module mark)
Note:
1) Please refer to and read the attached case study and assignment brief carefully.
2) The case is not based on an actual organisation.
Brief
You have been retained as a consultant by Paul Green, the Managing Director of Grantpac Ltd, to advise on the tasks facing the new appointee to the role of National Sales and Marketing Manager.
When you have reviewed and analysed the company information below, you are to write a report for him which must address his concerns with regards to:
· The issues of management style / practices including recruitment and training (30%)
· Sales person performance including motivation, control and remuneration (30%)
· The pressing need to integrate the two sales forces (30%)
You should define actions to be taken and your expected outcomes for these actions. Your recommendations should relate to proposals for the next 18 months to 2 years.
Paul Green has an MBA as well as a degree in Chemistry so he expects both practical and theoretically sound analysis and proposals. You therefore need to provide underpinning, including academic referencing and examples as appropriate.
A further 10% is awarded for the presentation of the report, including formatting, referencing, spelling and grammar.
Your report should be approximately 3000 words in length. (Appendices, bibliography and Executive summary are not part of the word limit)
Please remember the University Regulations concerning plagiarism
FEEDBACK
Date generic feedback will be available:
3 working weeks from submission
How generic feedback will be returned to you:
x-stream
Date provisional mark will be available
4 working weeks from submission
How provisional marks will be returned to you:
x-stream
Date individual feedback will available
Following exam board
How individual feedback will be returned to you:
Hardcopies available from admin
Case Study: Grantpac Ltd
Grantpac Ltd is a medium sized privately owned company based in Coventry and was formed in October 2012 by the merger of two companies: Grant Packaging Ltd based in Coventry specializing in plastic packaging and Cardpac Ltd based in Halifax who specialised in cardboard packaging. It is owned by the directors who acquired the original companies through a series of buy-ins. Paul Green is the Managing Director and owns a 40% share. The Marketing Director, Finance Director, Technical Director and Production Director each own 15% of the Company. The Marketing Director, Ian Slater (aged 63), was previously Managing Director of the cardboard packaging company, the other directors all came from Grant Packaging. Due to ill health Ian is about to retire and sell his stake in the company to the other existing directors. His role will be replaced by a new postion, the National Sales and Marketing Manager.
From its’ factory in Coventry Grantpac supplies a wide range of plastic packaging products used in fmcg industries su.
Sheet1SAMPLE INC.Budget by Product For the Years Ended December 31.docx
Sheet1SAMPLE INC.Budget by Product For the Years Ended December 31, xxx2 Product AProduct BProduct CTotal200 units200 units200 unitsUnitTotalUnitTotalUnitTotalSales1.003.002.50Standard variable cost:Material0.600.400.80Labor0.200.450.10Variable overhead0.100.300.50Total variable costContributionFixed costs:Fixed overhead30.0030.0030.00Selling expenses23.0023.0023.00Adminstrative expense10.0010.0010.00Total fixed costsProfit before taxesSAMPLE INC.Performance Budget For the Years Ended December 31, xxx2 ActualBudgetVarianceSales1,435.00Variable cost650.00Contribution785.00Fixed overhead100.00Selling expenses70.00Adminstrative expense25.00Profit before taxes590.00Analysis:
Sheet2
Sheet3
1
2
3
4
5
6
7
8
9
A
B
C
Unit
1.00
SAMPLE INC.
Budget by Product
For the Years Ended December 31, xxx2
Sales
Standard variable cost:
Product A
200 units
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Submission ID: beb22342-ee89-4a6c-8a89-0adfae67b03d
Attachments (1)
· mba 6601 unit VIII case study.doc 59%
Word Count: 990 Attachment ID: 198281340
mba 6601 unit VIII case study.doc
Running Head: 1 UNIT VIII CASE STUDY
1 UNIT VIII CASE STUDY
6
2 UNIT VIII CASE STUDY WILLIAM FIEDLER COLUMBIA SOUTHERN UNIVERISTY STAFFING FRAMEWORKS ARE POLICIES THAT SET THE PREMISE FOR THE RATIO OF LOCAL WORKERS TO EXPATRIATES IN SUBSIDIARIES THAT ARE MULTINATIONAL. 3 IN THE CASE OF CHICAGO FOOD AND BEVERAGE COMPANY, THE STAFFING FRAMEWORK USED IS ETHNOCENTRIC STAFFING (KHATRI, 2000). THIS IS WHERE THE PARENT COMPANY HIRES MANAGEMENT STAFF IN THE SAME NATIONALITY AS THE PARENT COMPANY. The hired staff is referred to as expatriate. 4 PAUL WAS APPOINTED TO REPLACE MIKE SHANNON, AN EXPATRIATE FROM THE U.S AS THE GENERAL DIRECTOR OF CFO VIETNAM.
5 THE COMMON CHARACTERISTIC OF ETHNOCENTRIC STRATEGY IS HIRING ALL TOP MANAGERS FROM THE SAME COUNTRY AS THE PARENT COMPANY. It also values the company culture of the parent company than foreign hence transferring it to subsidiaries’ management. On the other hand, its advantages include; 4 PRESERVATION OF CORPORATE CULTURE WHEREBY THE SUBSIDIARIES ARE LED BY PEOPLE WHO ARE FAMILIAR WITH THE OPERATIONS OF THE PARENT COMPANY. In addition to that, it gives employees the chance to work abroad where they can gain exposure to increase their critical thinking skills (Bodolica, 2007).
This form of staffing affected Paul because despite understanding that he would be staying in Asia for three years, he felt discouraged due the time limit, and this affected his performance. Besides that, the fact that he had to adjust to the company culture fast was overwhelming because he had to leave the skills he had gained from his home country and this affected his capacity to perform fully (Overman, 2016). In addition to that, the relocation fees and time to adjust to the cultural differences would also be overwhelming for Paul. Aside from that,.
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Sector Report- Logistics and Goods Movement in LA County
This report is the result of a four-month study generated to assist program development at Community Career Development, Inc. (the non-profit operating agent of the Wilshire-Metro WorkSource Center in Korea Town, Los Angeles.) The non-profit hosts a Logistics Training Academy for un and underemployed job seekers in Los Angeles in partnership with the City of Los Angeles, The Aspen Institute and LA Community Colleges (among others.)
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LCC Asia Pacific Internship FAQs
Attached is a simple Grequently Asked Questions outline on many of the things that are rasied as a part of the interview process with prospective interns
We hope that the document is clear and concise as to many of hte basic questions that are asked
Learning outcomes assessed within this piece of work as agreed.docx
Learning outcomes assessed within this piece of work as agreed at the programme level meeting
Knowledge: Critically evaluate an in-depth aspect of HRM practice, aligned to a specific problem-based scenario.
Intellectual/transferrable: Application of different types of resources (e.g. scholarly articles and case examples) to support recommendations aimed at resolving human resource management problems within an organisational context.
Type of assessment:
Individual report
Assessment deadline:
26/3/2017 (TBC)Instructions for assessment
You are required to produce an individual report (3,000 words) based on a given HRM case scenario exploring and proposing recommendations to resolve the key HRM issues highlighted in the case scenario, together with an outline implementation on plan to support your recommendations.
You are able to choose from one of three case scenarios as the basis for your report. You will find the case scenarios at the end of this assessment brief, together with the marking rubric. This information is also available on Moodle, together with some examples of previous assessment, so you get a better understanding of the expectations.The word limit for this assessment is 3,000 words, excluding references
How will we support you with your assessment?
• Seminars designed to help you practise the skills you will need to be successful in the assessment
• Formative feedback on a draft of your report outline (provided by your Seminar Tutor after reading week)
• Links to the assessment throughout your seminars
• Examples of previous coursework discussed in seminars, as well as extracts of coursework on Moodle from different grade boundaries where available
How will your work be assessed?
Your work will be assessed by a subject expert who will use the marking rubric provided on Moodle. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.
Referencing
You MUST use the Harvard System.
Case scenarios
N.B. Please refer to the guidance notes on Moodle when choosing a case scenario for your assignment. You only need to choose one of the case scenarios below for your individual report.
Case scenario 1 – Age Diversity in a High Performance Car Design and Manufacturing Company
WWBM Luxury Cars is a multi-national car design and manufacturing company. It currently employs 80,000 employees worldwide and operates in 80 different countries. Although the organization has placed increasing emphasis on diversity in recent years, it recognizes that that there is still more that can be done to be recognised as an exemplar organization. .
WWBM Luxury Cars is becoming more aware of the issues relating to age diversity, given the changing demographics amongst the global workforce. The average age of its current employees is relatively high, 48 years. However the average age of employees in some of the more specialist technical roles is much higher. The organi ...
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENT
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
staffing, recruitment and selection of International Human resources Management
staffing, recruitment and selection of International Human resources ManagementAparrajithaAriyadasa1
Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly. ( topper.com). Recruitment refers to searching for and obtaining potential job candidates. Selection is the process of evaluating the candidates and deciding who should be employed for a particular job The first decision for IHRM is where employees for the various positions should come from. More specifically, the focus of selection for international operations normally includes cultural adaptability, strong communication skills, technical competence, professional or technical expertise, global experience, country-specific experience, interpersonal skills, language skills, and family flexibility.Argosy b6025-module-4-assignment-2-expected-value-and-consumer-choices-new
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1 First Business Trip to Asia ScenarioJeff Elliott is on .pdf
1. First Business Trip to Asia (Scenario)
Jeff Elliott is on a flight across the Pacific and is excited about his first business trip to Asia. Born
and raised in Alberta, Jeff is a manager for a rapidly growing Calgary-based company. His current
mission is to scout out potential locations in Asia and develop an international expansion strategy
for his company. There are many options, including maintaining the businesses head office in
Canada and sending over company representatives when necessary, or developing a separate
company in Asia and hiring locals to manage the business. Jeff's trip will take him to Japan,
Korea, Hong Kong, Taiwan, and Thailand. He is looking forward to learning more about the
business practices and customs of each country, and he is not too worried about the fact that he
only speaks English. Jeff has heard that English is considered the main international business
language and he anticipates that most Asians will be able to speak it.
1) If Jeff's company decided to open another company in Taiwan but manage it from its
headquarters in Canada, it would be considered a ________.
A) transnational corporation
B) global business alliance
C) regional trade alliance
D) multinational corporation
2) If Jeff's company decides to open completely new operations in Thailand, Japan, and Korea,
and decides to decentralize management and decision making to the local countries, it would be
following a ________ approach.
A) multidomestic
B) global
C) ethnocentric D) multinational
3) If Jeff's company eliminated country-designated locations and reorganized based on industry
groups, it would best be described as a ________.
A) transnational organization
B) multidomestic organization
C) global business alliance D) multinational corporation
2. International Entrepreneurs (Scenario)
Jennifer and James have formed an entrepreneurial venture to develop software for banks and
other financial institutions. Their company is growing, and in looking for opportunities in the future
they decide to explore international operations.
4) As their international operations grew, Jennifer and James decided to decentralize
management and hire foreign nationals to run the business in their local countries. Their firm has
developed into a ________.
A) multidomestic
B) multinational corporation
C) global organization D) global trade alliance
5) A new and exciting opportunity has appeared that enables Jennifer and James to form a joint
venture with a bank in Japan. This partnership will involve less risk and commitment than
________.
A) exporting
B) foreign contracting
C) setting up a foreign subsidiary D) licensing
6) Jennifer and James decide to allow a company in Hong Kong to use the rights to their software,
brand name, and product specifications in return for a lump-sum payment. This agreement is
known as a(n) ________.
A) strategic alliance / joint venture
B) export alliance
C) franchise
D) foreign subsidiary
3. The European Expansion (Scenario)
As a mana.
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Expatriates at coca cola
„Why international companies continue to use expatriate managers even though it is a very expensive option”
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Sheet1SAMPLE INC.Budget by Product For the Years Ended December 31.docx
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SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator IV
William Fiedler
on Wed, Feb 07 2018, 5:45 AM
59% highest match
Submission ID: beb22342-ee89-4a6c-8a89-0adfae67b03d
Attachments (1)
· mba 6601 unit VIII case study.doc 59%
Word Count: 990 Attachment ID: 198281340
mba 6601 unit VIII case study.doc
Running Head: 1 UNIT VIII CASE STUDY
1 UNIT VIII CASE STUDY
6
2 UNIT VIII CASE STUDY WILLIAM FIEDLER COLUMBIA SOUTHERN UNIVERISTY STAFFING FRAMEWORKS ARE POLICIES THAT SET THE PREMISE FOR THE RATIO OF LOCAL WORKERS TO EXPATRIATES IN SUBSIDIARIES THAT ARE MULTINATIONAL. 3 IN THE CASE OF CHICAGO FOOD AND BEVERAGE COMPANY, THE STAFFING FRAMEWORK USED IS ETHNOCENTRIC STAFFING (KHATRI, 2000). THIS IS WHERE THE PARENT COMPANY HIRES MANAGEMENT STAFF IN THE SAME NATIONALITY AS THE PARENT COMPANY. The hired staff is referred to as expatriate. 4 PAUL WAS APPOINTED TO REPLACE MIKE SHANNON, AN EXPATRIATE FROM THE U.S AS THE GENERAL DIRECTOR OF CFO VIETNAM.
5 THE COMMON CHARACTERISTIC OF ETHNOCENTRIC STRATEGY IS HIRING ALL TOP MANAGERS FROM THE SAME COUNTRY AS THE PARENT COMPANY. It also values the company culture of the parent company than foreign hence transferring it to subsidiaries’ management. On the other hand, its advantages include; 4 PRESERVATION OF CORPORATE CULTURE WHEREBY THE SUBSIDIARIES ARE LED BY PEOPLE WHO ARE FAMILIAR WITH THE OPERATIONS OF THE PARENT COMPANY. In addition to that, it gives employees the chance to work abroad where they can gain exposure to increase their critical thinking skills (Bodolica, 2007).
This form of staffing affected Paul because despite understanding that he would be staying in Asia for three years, he felt discouraged due the time limit, and this affected his performance. Besides that, the fact that he had to adjust to the company culture fast was overwhelming because he had to leave the skills he had gained from his home country and this affected his capacity to perform fully (Overman, 2016). In addition to that, the relocation fees and time to adjust to the cultural differences would also be overwhelming for Paul. Aside from that,.
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Sector Report- Logistics and Goods Movement in LA County
This report is the result of a four-month study generated to assist program development at Community Career Development, Inc. (the non-profit operating agent of the Wilshire-Metro WorkSource Center in Korea Town, Los Angeles.) The non-profit hosts a Logistics Training Academy for un and underemployed job seekers in Los Angeles in partnership with the City of Los Angeles, The Aspen Institute and LA Community Colleges (among others.)
Argosy university bus 499 homework help
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Attached is a simple Grequently Asked Questions outline on many of the things that are rasied as a part of the interview process with prospective interns
We hope that the document is clear and concise as to many of hte basic questions that are asked
Learning outcomes assessed within this piece of work as agreed.docx
Learning outcomes assessed within this piece of work as agreed at the programme level meeting
Knowledge: Critically evaluate an in-depth aspect of HRM practice, aligned to a specific problem-based scenario.
Intellectual/transferrable: Application of different types of resources (e.g. scholarly articles and case examples) to support recommendations aimed at resolving human resource management problems within an organisational context.
Type of assessment:
Individual report
Assessment deadline:
26/3/2017 (TBC)Instructions for assessment
You are required to produce an individual report (3,000 words) based on a given HRM case scenario exploring and proposing recommendations to resolve the key HRM issues highlighted in the case scenario, together with an outline implementation on plan to support your recommendations.
You are able to choose from one of three case scenarios as the basis for your report. You will find the case scenarios at the end of this assessment brief, together with the marking rubric. This information is also available on Moodle, together with some examples of previous assessment, so you get a better understanding of the expectations.The word limit for this assessment is 3,000 words, excluding references
How will we support you with your assessment?
• Seminars designed to help you practise the skills you will need to be successful in the assessment
• Formative feedback on a draft of your report outline (provided by your Seminar Tutor after reading week)
• Links to the assessment throughout your seminars
• Examples of previous coursework discussed in seminars, as well as extracts of coursework on Moodle from different grade boundaries where available
How will your work be assessed?
Your work will be assessed by a subject expert who will use the marking rubric provided on Moodle. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.
Referencing
You MUST use the Harvard System.
Case scenarios
N.B. Please refer to the guidance notes on Moodle when choosing a case scenario for your assignment. You only need to choose one of the case scenarios below for your individual report.
Case scenario 1 – Age Diversity in a High Performance Car Design and Manufacturing Company
WWBM Luxury Cars is a multi-national car design and manufacturing company. It currently employs 80,000 employees worldwide and operates in 80 different countries. Although the organization has placed increasing emphasis on diversity in recent years, it recognizes that that there is still more that can be done to be recognised as an exemplar organization. .
WWBM Luxury Cars is becoming more aware of the issues relating to age diversity, given the changing demographics amongst the global workforce. The average age of its current employees is relatively high, 48 years. However the average age of employees in some of the more specialist technical roles is much higher. The organi ...
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENT
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
staffing, recruitment and selection of International Human resources Management
staffing, recruitment and selection of International Human resources ManagementAparrajithaAriyadasa1
Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly. ( topper.com). Recruitment refers to searching for and obtaining potential job candidates. Selection is the process of evaluating the candidates and deciding who should be employed for a particular job The first decision for IHRM is where employees for the various positions should come from. More specifically, the focus of selection for international operations normally includes cultural adaptability, strong communication skills, technical competence, professional or technical expertise, global experience, country-specific experience, interpersonal skills, language skills, and family flexibility.Argosy b6025-module-4-assignment-2-expected-value-and-consumer-choices-new
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1. First Business Trip to Asia (Scenario)
Jeff Elliott is on a flight across the Pacific and is excited about his first business trip to Asia. Born
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mission is to scout out potential locations in Asia and develop an international expansion strategy
for his company. There are many options, including maintaining the businesses head office in
Canada and sending over company representatives when necessary, or developing a separate
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Korea, Hong Kong, Taiwan, and Thailand. He is looking forward to learning more about the
business practices and customs of each country, and he is not too worried about the fact that he
only speaks English. Jeff has heard that English is considered the main international business
language and he anticipates that most Asians will be able to speak it.
1) If Jeff's company decided to open another company in Taiwan but manage it from its
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A) transnational corporation
B) global business alliance
C) regional trade alliance
D) multinational corporation
2) If Jeff's company decides to open completely new operations in Thailand, Japan, and Korea,
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C) ethnocentric D) multinational
3) If Jeff's company eliminated country-designated locations and reorganized based on industry
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A) transnational organization
B) multidomestic organization
C) global business alliance D) multinational corporation
2. International Entrepreneurs (Scenario)
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4) As their international operations grew, Jennifer and James decided to decentralize
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A) multidomestic
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C) global organization D) global trade alliance
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________.
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6) Jennifer and James decide to allow a company in Hong Kong to use the rights to their software,
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C) franchise
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3. The European Expansion (Scenario)
As a mana.
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