Communication Week 3
Part One: Answer question, roughly 100-150 words, citing must be APA style
Explain the role of gender conversational rituals. Elaborate on the topic and share several ways you, or someone you know, has had to adapt to gender differences in communication (include examples).
Part Two: Answer question, citing must be APA style
1. Describe successful listening skills and process that can aid communication. How can these skills help you to become an effective leader in your workplace?
Your response should be at least 200 words in length.
2. List at least three ways leaders can work with people who are less argumentative and people who are highly argumentative to enhance work communication.
Your response should be at least 200 words in length.
3. Discuss the factors that affect responsiveness. Give an example of several responding strategies.
Your response should be at least 200 words in length.
4. What are some factors that affect an individual’s willingness to communicate? List at least three ways that leaders can work with a low willingness to communicate individual.
Your response should be at least 200 words in length.
From the milestone one, the plan of the changes in the workforce structure, tradition and culture of the organization arrived after a systematic research and considerations of the factors in human service delivery. The report addressed concerns regarding the growing concerns about the culture of the organization. Recommendations were made to pave the way for the retention of some of the managerial workforce and recruitments of new staffs on merit. The changes outlined in the plan report were as a result of the systemic plan to improve the organization working structure that would improve the human service delivery. The new structure will only remain relevant if all the staff and structure work towards achievements of the objectives outlined in the mission statement.
The research was conducted in various worlds’ leading companies and specifically on the Coca-cola company, Inc. Coca-cola is a private corporation. Nonetheless, its workforce structure was found as a relevant benchmark for any organization. According to the piece of the research work on structure and culture, it was observed that structuring an organization does not only involve organizing internal relationships but it also the external relationships too. This involves creating sustainable and reliable partners. About our agency, which offers human services, it would, therefore, be necessary to create a workable workforce and partners and volunteers that can steer the organization to higher scales. This involves looking for funding groups and donors and staff that can reach the final beneficiaries.
From a case study at Coca-cola Great Britain (which reflects the culture of The Coca-Cola Company as a whole), the greatest emphasis is on the teamwork and empowerment. That creates an important aspect of culture in an organization that sees it ...
· Assignment 4 Assessment Project PresentationMy No Child .docxoswald1horne84988
The document outlines a proposal to revamp the Afrigo Agency Corporation. The current state of the agency is poor, with corruption, unsafe working conditions, low productivity and high employee turnover. The proposal aims to improve the organizational structure, root out corruption, hire new employees, implement financial controls and investigate past embezzlement. The goal is to improve service delivery to African farmers to boost food production and alleviate poverty and hunger on the continent in line with the agency's mission. Key elements of the proposal include improving the workforce culture, recruitment, budgeting practices and future funding sources.
Get Customized Essays on Strategic Human Resource Management
visit: https://academiapapers.net/, thousands of academic assignments, essays and homework has been published there, so don't miss those.
Content writing samples for HR domain. We provide authoritative and SEO optimized content for HR professionals and businesses. These can be blog topics, Linkedin articles, social media posts and more. Contact https://contentspire.in for more information.
The document discusses modern trends in human resource management at both the international and local levels in Pakistan. It outlines trends such as an emphasis on teamwork, improving work-life quality, flexible work hours, the impact of technology, and training and development. It also compares practices between developed countries, where trends like teleworking are common, and Pakistan, where practices are evolving but still lag in some areas like work flexibility. The document concludes that human resources will be a key factor for organizations to improve productivity and meet challenges in the rapidly changing business environment.
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
A Crosswalk of the Human Services Value Curve
with Organizational Culture and Climate
By Anthony Hemmelgarn and Phil Basso
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
Policy & Practice June 201624
A
s we evolve in our working
partnership with APHSA’s
Organizational Effectiveness
team and the University of
Tennessee’s Center for Behavioral
Health Research (CBHR), formerly
the Children’s Mental Health Services
Research Center, we have discovered
great synergy in our respective efforts
for supporting agency performance.
These include APHSA’s efforts to help
agencies progress through stages of
the Health and Human Services Value
Curve, and CBHR’s efforts to help
agencies improve by addressing their
organizations’ cultures and climates.
The Value Curve is a lens—a way of
looking at what we do from the point
of view of our consumers—and its
four levels represent ways of engaging
consumers and their communities
that result in greater impact as orga-
nizations move up the Value Curve.
At the first level, called the regula-
tive level, the key word is “integrity.”
Consumers receive a product or service
that is timely, accurate, cost effective,
and easy to understand. Next, at the
collaborative level, the key word is
“service.” Consumers have an easier
time of it when they “walk through
a single door” and have access to a
more complete array of products and
services because programs, and even
jurisdictions, are collaborating to make
it happen for them.
At the integrative level, the key term
is “root causes.” Products and services
are designed using consumers’ input
so that we address their true needs
and even begin to reach “upstream” to
address causal problems rather than
“treating the symptoms.” At the gen-
erative level, the key term is “bigger
than the family.” Root- cause analysis
is done at a “population-wide level,”
resulting in prevention strategies and
other forms of support broader than
those an individual or family would
receive directly.1
Organizational culture and climate
is another potent lens that human
service organizations can use to look
at their performance and improve
their outcomes. APHSA’s partners at
CBHR have been building that case for
more than 20 years, demonstrating the
substantial impact of organizational
culture and climate on the effective-
ness of human services.2 Their work
demonstrates that: (1) human service
agencies vary widely in their organi-
zational culture and climate profiles,
(2) agencies with positive profiles have
substantially better outcomes, and (3)
agencies can improve their turnover,
EBP/EBT implementation, client, and
other outcomes through strategies that
improve their cultures and climates.
The CBHR uses its Organizational
Social Context Measure .
Running Head: ON-BOARDING 1
Running Head: ON-BOARDING 4
On-Boarding
Felicia Griffin
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
February 13, 2019
Onboarding process is a usual process in the recent past in many business organizations. Onboarding seeks to ensure that new employees are easily embedded into the systems as fast as possible. New employees can adjust much more comfortable when they have better employees to ease them in. It helps new employee recruits to adjust to the social and performances. It is mainly aimed at maximizing success. Various vital steps need to be followed in ensuring that new recruits are effectively realigned into the organizational structure.
This is an essential procedure in organizational performances it ensures that new recruits take the shortest time possible to settle and establish better relations with other employees. It is the best way that a business organization can ensure that new recruits concentrate on the primary purpose of the organization rather than focus on how they can settle in their new working environment and social environment.
The onboarding process is an exceptionally chronological process where a beginner follows a given order of events in the organization. The first step is to study the new employee characteristics. It involves understanding their character and their ability to be integrated into the company operations smoothly. This process is very significant because the company can know quite earlier the behavioral adjustment that a given new employee can make to become successful.
The next step in the process is the deployment of newcomer tactics. Within this stage, the new employee develops a relationship with the existing employees within the organization to have a conducive business environment. The next step in the onboarding process is the readjustment of new employee tactics and behavior to conform to organizational culture and be in a position to work effectively towards the achievement of the set organizational goals.
One of the most critical elements of onboarding in a global environment is studying and understanding the characteristics of the new hire to be in a position to know how easy the new recruit will be able to adjust to the organizational culture and its operations. Another vital element in onboarding is the creation of an understanding between new recruits and the already existing employees within the organization to formulate a formidable team that can propel the organization to new heights.
References
Carter, T. (2015). Hire right: the first time: how to improve your recruitment & onboarding process. Journal of Property Management, 80(3), 26-30.
Stephenson, J. (2015). Improve Your Employee Onboarding Process With Seven Storytelling T.
1 business case scenario – assessment 2 managing culjasmin849794
Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.
The document discusses a study on employee engagement in the nonprofit sector. Some key findings from the study include:
1. Engagement and mission attachment are directly related, as employees want to work for an organization whose mission they believe in and where they feel their work contributes to advancing the organization's mission.
2. Employees value an open and organized work environment where they can participate in important decisions and have clear expectations and measures of success.
3. While most nonprofit employees surveyed were engaged, many were burned out or at risk of burnout. Factors like career development opportunities, compensation and benefits, management relations, and participatory management can impact engagement levels.
4. Only 55% of respondents planned to
· Assignment 4 Assessment Project PresentationMy No Child .docxoswald1horne84988
The document outlines a proposal to revamp the Afrigo Agency Corporation. The current state of the agency is poor, with corruption, unsafe working conditions, low productivity and high employee turnover. The proposal aims to improve the organizational structure, root out corruption, hire new employees, implement financial controls and investigate past embezzlement. The goal is to improve service delivery to African farmers to boost food production and alleviate poverty and hunger on the continent in line with the agency's mission. Key elements of the proposal include improving the workforce culture, recruitment, budgeting practices and future funding sources.
Get Customized Essays on Strategic Human Resource Management
visit: https://academiapapers.net/, thousands of academic assignments, essays and homework has been published there, so don't miss those.
Content writing samples for HR domain. We provide authoritative and SEO optimized content for HR professionals and businesses. These can be blog topics, Linkedin articles, social media posts and more. Contact https://contentspire.in for more information.
The document discusses modern trends in human resource management at both the international and local levels in Pakistan. It outlines trends such as an emphasis on teamwork, improving work-life quality, flexible work hours, the impact of technology, and training and development. It also compares practices between developed countries, where trends like teleworking are common, and Pakistan, where practices are evolving but still lag in some areas like work flexibility. The document concludes that human resources will be a key factor for organizations to improve productivity and meet challenges in the rapidly changing business environment.
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
A Crosswalk of the Human Services Value Curve
with Organizational Culture and Climate
By Anthony Hemmelgarn and Phil Basso
JOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCESJOINING FORCES
Policy & Practice June 201624
A
s we evolve in our working
partnership with APHSA’s
Organizational Effectiveness
team and the University of
Tennessee’s Center for Behavioral
Health Research (CBHR), formerly
the Children’s Mental Health Services
Research Center, we have discovered
great synergy in our respective efforts
for supporting agency performance.
These include APHSA’s efforts to help
agencies progress through stages of
the Health and Human Services Value
Curve, and CBHR’s efforts to help
agencies improve by addressing their
organizations’ cultures and climates.
The Value Curve is a lens—a way of
looking at what we do from the point
of view of our consumers—and its
four levels represent ways of engaging
consumers and their communities
that result in greater impact as orga-
nizations move up the Value Curve.
At the first level, called the regula-
tive level, the key word is “integrity.”
Consumers receive a product or service
that is timely, accurate, cost effective,
and easy to understand. Next, at the
collaborative level, the key word is
“service.” Consumers have an easier
time of it when they “walk through
a single door” and have access to a
more complete array of products and
services because programs, and even
jurisdictions, are collaborating to make
it happen for them.
At the integrative level, the key term
is “root causes.” Products and services
are designed using consumers’ input
so that we address their true needs
and even begin to reach “upstream” to
address causal problems rather than
“treating the symptoms.” At the gen-
erative level, the key term is “bigger
than the family.” Root- cause analysis
is done at a “population-wide level,”
resulting in prevention strategies and
other forms of support broader than
those an individual or family would
receive directly.1
Organizational culture and climate
is another potent lens that human
service organizations can use to look
at their performance and improve
their outcomes. APHSA’s partners at
CBHR have been building that case for
more than 20 years, demonstrating the
substantial impact of organizational
culture and climate on the effective-
ness of human services.2 Their work
demonstrates that: (1) human service
agencies vary widely in their organi-
zational culture and climate profiles,
(2) agencies with positive profiles have
substantially better outcomes, and (3)
agencies can improve their turnover,
EBP/EBT implementation, client, and
other outcomes through strategies that
improve their cultures and climates.
The CBHR uses its Organizational
Social Context Measure .
Running Head: ON-BOARDING 1
Running Head: ON-BOARDING 4
On-Boarding
Felicia Griffin
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
February 13, 2019
Onboarding process is a usual process in the recent past in many business organizations. Onboarding seeks to ensure that new employees are easily embedded into the systems as fast as possible. New employees can adjust much more comfortable when they have better employees to ease them in. It helps new employee recruits to adjust to the social and performances. It is mainly aimed at maximizing success. Various vital steps need to be followed in ensuring that new recruits are effectively realigned into the organizational structure.
This is an essential procedure in organizational performances it ensures that new recruits take the shortest time possible to settle and establish better relations with other employees. It is the best way that a business organization can ensure that new recruits concentrate on the primary purpose of the organization rather than focus on how they can settle in their new working environment and social environment.
The onboarding process is an exceptionally chronological process where a beginner follows a given order of events in the organization. The first step is to study the new employee characteristics. It involves understanding their character and their ability to be integrated into the company operations smoothly. This process is very significant because the company can know quite earlier the behavioral adjustment that a given new employee can make to become successful.
The next step in the process is the deployment of newcomer tactics. Within this stage, the new employee develops a relationship with the existing employees within the organization to have a conducive business environment. The next step in the onboarding process is the readjustment of new employee tactics and behavior to conform to organizational culture and be in a position to work effectively towards the achievement of the set organizational goals.
One of the most critical elements of onboarding in a global environment is studying and understanding the characteristics of the new hire to be in a position to know how easy the new recruit will be able to adjust to the organizational culture and its operations. Another vital element in onboarding is the creation of an understanding between new recruits and the already existing employees within the organization to formulate a formidable team that can propel the organization to new heights.
References
Carter, T. (2015). Hire right: the first time: how to improve your recruitment & onboarding process. Journal of Property Management, 80(3), 26-30.
Stephenson, J. (2015). Improve Your Employee Onboarding Process With Seven Storytelling T.
1 business case scenario – assessment 2 managing culjasmin849794
Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.
The document discusses a study on employee engagement in the nonprofit sector. Some key findings from the study include:
1. Engagement and mission attachment are directly related, as employees want to work for an organization whose mission they believe in and where they feel their work contributes to advancing the organization's mission.
2. Employees value an open and organized work environment where they can participate in important decisions and have clear expectations and measures of success.
3. While most nonprofit employees surveyed were engaged, many were burned out or at risk of burnout. Factors like career development opportunities, compensation and benefits, management relations, and participatory management can impact engagement levels.
4. Only 55% of respondents planned to
Whirlpool implemented global retention strategies to address high employee turnover rates. The strategies included measuring resignation impacts, understanding resignation probabilities, and developing preventative plans. Whirlpool also improved manager-employee relationships through questionnaires and meetings. Recommended strategies included career planning instead of just filling roles and investing in line manager training and development. Whirlpool focused on maintaining relationships with customers, employees, suppliers and trade unions.
CaseCulture Change at TexacoIn 1999, Texaco settled a lawsui.docxtidwellveronique
Case
Culture Change at Texaco
In 1999, Texaco settled a lawsuit that charged the firm with discriminating against
African American employees. Texaco paid $175 million, the largest settlement of this
kind ever. The stock had fallen $3 per share after damning audiotapes became
available to the public. Peter Bijur, then CEO, decided to stop fighting the lawsuit
and settle. Minority employees received $140 million in damages and back pay, and
$35 million was used to establish an independent task force to evaluate the firm’s
diversity efforts for the next five years.
Apparently, there had been very real problems throughout the Texaco organization.
These included blatant racist language and behavior on the part of Texaco
employees and managers, documented lower pay for minority employees (in some
cases lower than the minimum for the job category), and comments such as the
following overheard from a white manager: “I never thought I’d live to see the day
when a black woman had an office at Texaco.” Unfortunately for Texaco, and
fortunately for minority employees, a Texaco official taped meetings about the lawsuit
in which executives used racial epithets and discussed disposing of incriminating
documents. The tapes were made available to the New York Times and, through it, to
the public. To make matters worse for Texaco, a former senior financial analyst, Bari-
Ellen Roberts, wrote a book detailing the humiliating experiences faced by many
minority employees, including herself. One time, a white official referred to Roberts
publicly as a “little colored girl.” She also detailed how the organization regularly
ignored grievance claims from minorities.
Bijur’s unusual solution to the problem was to launch a complete culture change
effort. During 1998 and early 1999, the company was in difficult financial straits due to
low crude oil and natural gas prices. Revenues and earnings dropped precipitously, and
the number of employees was reduced from 27,000 to 18,500. At a time like that,
another CEO might have put diversity issues aside in favor of a focus on the bottom
line. But Bijur took advantage of the opportunity to “make us a better company.” First,
as leader, he made it clear that he would simply not tolerate disrespect and that those
who didn’t go along with the culture change would be dismissed. He even went outside
the company, speaking to groups such as the Urban League, saying that “a real
commitment must be more than a diversity checklist. It must be integrated into a
company’s business plan. It must guide our strategies for hiring, developing, promoting
and retaining a diverse workforce. And it must extend beyond our corporate
boundaries—not only to our customers and suppliers, but also to the communities in
which we work and live.” Bijur hired African Americans in key positions such as
director of global business development, general counsel, and head of diversity for the
company. All of these individuals said that they agreed to join the co ...
This document summarizes survey results from 32 Canadian workplaces regarding current and desired workplace values:
- Currently, 24% of selected values are potentially limiting, including bureaucracy, hierarchy, and silos. Positives include customer satisfaction, teamwork, and accountability.
- Desired values focus more on accountability, teamwork, continuous improvement, and new values like coaching, balance, communication and trust.
- Employees desire a culture of transformation with learning and growth, rather than the current perfection-focused culture hindered by limiting values. They want a workplace better able to change and scale up.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
1
Annotated Bibliography
2
Annotated Bibliography
Annotated Bibliography
Al-Khasawneh, A. L. (2014). The Role of Knowledge Resource Diversification Strategy Management in Improving Organizational Learning among Employees at the Commercial Islamic Banks in Jordan. International Business and Management, 8(2),101-111.
The publication by (Al-Khasawneh, 2014) gives invaluable insights on how the process of knowledge and information sharing can be of great importance in making any given organization realize efficiency; this the article highlights with reference to the banking sector. Al-Khasawneh also mentions that the benefits of knowledge resource diversification strategies cut across the entirety of the corporate divide and can be used successfully with any organizational manager that is looking to gain decent returns and maintain customer loyalty. With commercial Islamic banks in Jordan as a sure example, the author mentions that knowledge resource diversification strategy management can only be realized when an organization is willing to spend on Knowledge Management. Even though expensive in the short run, modern knowledge management systems often prove to be beneficial in the long run. Besides, the author recommend that any firm looking to realize knowledge diversification has to come up with a culture within the internal environment that is supportive to knowledge sharing.
Filson, D., & Olfati, S. (2014). The impacts of Gramm–Leach–Bliley bank diversification onvalue and risk. Journal of Banking & Finance, 41, 209-221.
Filson and Olfati, in their publication, give reasons as to why banks diversify their product lines every now and then. The author’s site that most banks diversify their product lines so as to encourage customers to take them up, ie to increase attractiveness and for the sake of helping customers to get customized product packages. Earlier, most banks noted that some customers were hesitant to do business with them solely because they were not sure of the risks involved and were doubtful of whether they would realize the value for their money. Bank diversification approaches such as the Gramm–Leach–Bliley bank come in to accord customers risk transference and better proceeds for their savings and investments.
Lam, T. Y., & Tipping, M. (2016). A case study of the investment yields of high street banks. Journal of Property Investment & Finance, 34(5), 521-534.
In their publication, Lam and Tipping interview various bank administrators on what diversification is all about and how the process is beneficial to banks or any other business. It is quite noteworthy that all the respondents interviewed gave responses that resonated; describing diversification as the process of increasing options for customers i.e. the realization of varied product lines. For most banks and businesses at large, diversification is a top priority because bad performance in or an economic slump affecting any one of the products will not be disastrous.
...
Board of directors is the decision-making organ in the organization that faces complex tasks
pertaining to strategic-issue processing. It comprises of directors from various backgrounds
hence face interaction difficulties that can prevent them from fulfilling their tasks. This study,
will investigate whether the board diversity influences CSR and firm reputation in Kenya. This
will capture the boards’ monitoring and resource provision abilities; and it will be in line with
Agency and resource dependency theories. The general objective to the study is to establish
whether board diversity influences firm’s CSR and corporate reputation in Kenya. There have
been studies on how board diversity on firm performance and CSR but no paper has been
published looking at the corporate reputation and more over concerning gender diversity on
boards in developing countries.The number of women in the board has a significant impact on
corporate social responsibility and corporate reputation. Women bring a number of strengths to
the board including an increased sensitivity to CSR and participative decision-making styles
and these benefits contribute to enhanced corporate responsibility strength ratings.This study
makes a theoretical contribution to the corporate governance literature by analysing board
diversity within the framework of two major theories Agency and Resource. This study also
makes a theoretical contribution to the diversity and governance literature by providing a better
understanding of the relationships between board gender, professional and experience diversity
andfirm’s CSR and reputation.This study will be beneficial to the management of corporations
and top management in decision making especially on the issue of SCR and the firm’s
reputation. It will also lay ground for more studies to be conducted in Kenya and other
developing nations.
This document provides an overview of employee retention and the healthcare industry in India. It discusses that employee retention involves encouraging employees to remain with an organization. Retaining key employees is critical for long-term success. The healthcare industry in India includes hospitals, health insurance, medical software/equipment, and pharmacies. It is growing rapidly due to rising incomes and health awareness. Factors attracting corporations to healthcare include recognition as an industry, socioeconomic changes, brand development, and the opening of the insurance sector. The document then discusses characteristics of the service industry like intangibility and perishability as they relate to hospitals.
Running head ON-BOARDING On-Boarding .docxtoltonkendal
Running head: ON-BOARDING
On-Boarding
ON-BOARDING
2
MEMORANDUM
From:
To: Human Resource Director
Date
Subject: On-Boarding Process
On-boarding is the process of aligning, acquiring, accommodating, assimilating, and
accelerating new team members whether they come from inside or outside the organization
(Lundby and Joltn, 2010). On-boarding is the mechanism in which new employees receive the
necessary access and knowledge to be a competent employee. The purpose of this memorandum
is to discuss the on-boarding process and discuss the critical elements associated with on-
boarding in the global environment.
On-boarding Process
1. Develop an outline of the proposed on-boarding program: an effective on-boarding
program begins before the first day of employment. A successful program should focus
on a company’s goals and objectives and link back to their mission and vision.
2. Employee Engagement: employee engagement is crucial to the success of a new
employee. Engagement should be a representation of the organization’s culture. This is
an opportunity to introduce new hires to team members, the leadership team and
members of Human Resources.
3. Training and Resources: this phase includes new hire training such as system training,
protocols, and applicable workflows. It also provides an overview of the job
responsibilities and duties. It should also provide the employee with a list of resources.
ON-BOARDING
3
4. Practicum: this step provides the new hire with on the job training. They will actually
work with a senior employee to observe and have an opportunity to do the job before
being released to work independently.
5. Follow-up: the final step of the on-boarding process consist of the employee meeting
with their direct supervisor to discuss all aspects of the job and what they have learned
thus far. This gives the supervisor an opportunity to determine if the on-boarding was
successful and evaluate if the employee will continue on with their employment.
Critical elements to consider
It is important to identify the direction and purpose of the of the employees role and
responsibilities. Secondly, the on-boarding program should consider the culture and home
country of the incoming employee and compared to the company’s country and culture.
.
ON-BOARDING
4
References
Lundby, K. M., & Jolton, J. (2010). Going global: practical applications and recommendations
for HR and OD professionals in the global workplace. San Francisco: Jossey-Bass.
Running head: CULTURE CHECKLIST 1
Merging Corporate Culture
Student’s Name
Institution
Date
CULTURE CHECKLIST 2
Merging Corporate Culture
When two companies with completely different corporate cultures merge there is likely to
be a lot of conflict between the individual organizations that may cause a reduction in the overall
productivity (Badrtalei& Ba ...
The Giving Business - CAF Australi payroll giving promo informationWWF-Australia
The document discusses research conducted on payroll giving programs in Australian businesses. Some key findings include:
- If 10% of working Australians donated $5 per week through payroll giving, an additional $260 million per year could be generated for charities.
- Benefits of payroll giving programs for businesses include enabling employees to engage with their community and reinforcing the business' image as a good corporate citizen.
- Factors that contribute to high participation rates in payroll giving programs include appointing employee ambassadors and regularly updating staff on donations and their impact.
- Barriers to expanding existing programs or starting new ones include limited time/resources and low visibility within the business. Addressing these barriers could help payroll giving better support Australian
This document discusses innovative HR practices that companies can adopt to remain competitive. It outlines strategies for attracting and assessing talented employees, developing potential, engaging staff, and facilitating transitions. It also discusses green initiatives like virtual teams, reducing paper use, and wellness programs. Implementing innovative HR practices can help companies utilize resources, leverage intellectual capital, and adapt to changing business needs.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
Internal and External Environment on Human Resource Managementsammerkhan1
This document discusses the impact of internal and external environmental factors on human resource management. It outlines two models of human resource management - the Guest model from 1989 and the Warwick model from 1990. The Guest model relates HRM strategies and practices to organizational performance, while the Warwick model analyzes how external factors influence organizational operations.
The document then examines the internal environmental factors that affect HRM, including compensation, employee relations, customer satisfaction, new entrants, and competition. It also discusses the external PESTEL factors of politics, economics, social issues, technology, the environment, and law/regulations. The conclusion emphasizes that a successful HRM strategy must conform to organizational goals while addressing employee concerns and continuously adapting to changes in
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
LEADERSHIP STRATEGIES
Amber VanHausen
Argosy University
LEADERSHIP PHILOSOPHY
The leadership style to be employed is transformational leadership.
This style involves motivation of the employees to perform better and achieve more (Dolan, 2014, p.167).
It deals with convincing the employees that they are not mere employees but rather an integral part of the company and important to its development.
LEADERSHIP PHILOSOPHY
Transformational leadership is the best leadership style in such a scenario.
Expansion is a very engaging venture that needs the full participation of all the employees.
Transformational leadership will ensure full participation of the employees in the expansion process and make the process more effective (Jason, 2013, p.18).
INCORPORATION OF PORTER’S FIVE FORCES
The threat of new entrants is a factor which as to be dealt with.
This is due to the fact that the market is profitable and might attract more players into the market.
However, there are government barriers in china which might limit the entry of new players into the market
This reduces the risk of competition in the Chinese market.
INCORPORATION OF PORTER’S FIVE FORCES
There is a huge threat of substitutes especially in the Chinese market.
This stems from the fact that the Chinese manufacturers usually adapt to the manufacturing tactics of corporations and produce similar products.
This risk can be dealt with by ensuring that the products of the company are high quality and clearly better than any substitutes.
The price of the products also needs to be reasonable so as to compete effectively with the substitutes.
INCORPORATION OF PORTER’S FIVE FORCES
The bargaining power of the consumers is a determining factor of the level of profit which is likely to be realized in the Chinese market.
The bargaining power of the consumers can be reduced by ensuring consumer loyalty.
This means that there will be a program meant to ensure that the consumers are exclusively loyal to the products of the company.
This will reduce the bargaining power of the consumers exponentially.
INCORPORATION OF PORTER’S FVE FORCES
The profits of the company may also be affected by the bargaining power of the suppliers.
However, there is a large number of suppliers in the Chinese market.
This means that the company has a choice when it comes to selection of suppliers.
As such, the bargaining power of the company is high in comparison to that of the suppliers.
INCORPORATION OF PORTER’S FIVE FORCES
The level of competition in the Chinese market will be affected by the level of industry rivalry in the market.
The company must focus on innovation in order to maintain a competitive edge overall other rivals.
Marketing and the intensity of advertising is also very important when it comes to maintaining a competitive edge over rivals in the industry.
RISK ASSESMENT FOR ACQUISITION OF NEW TECHNOLOGY COMPANY
The first risk in the acquisition of the new technology company has to do with t ...
This document discusses employee management and engagement. It defines employee engagement as the commitment that employees feel toward their organization's goals and values. Highly engaged employees care about their company's success and regularly go above and beyond in their work. The document then discusses how Food Fiesta, a sweets and biscuits producer, engages its employees through recognition programs, developing personal relationships, increasing responsibility, training and skills development, feedback, and transparency. Barriers to engagement like lack of leadership and unimplemented ideas are also covered. Finally, the document outlines steps to promote engagement, such as clear goals, feedback, and development opportunities.
BSBHRM501 Manage Human Resource Services.docxstudywriters
This document discusses the human resource management needs and strategies for a medium-sized organization in Brisbane, Australia. It identifies key roles in HR including the HR manager and line managers. It also discusses recruiting, training, retaining employees, diversity considerations, and ensuring strategies comply with legislation and ethics. A cost-benefit analysis found investments in recruitment and training would provide high returns on investment through increased employee retention and satisfaction.
Consider the vision for a successful Southwest Transit marketing tea.docxclarebernice
Consider the vision for a successful Southwest Transit marketing team composed in Topic 4. Narrow down the team selection to four individuals for presentation to the director. Decide which strategies will be most effective for leading the agreed-upon team. Compose a PowerPoint presentation (10-12 slides), then record your 5-7-minute presentation using YouTube Video, Loom, or Zoom. On the title slide of your PowerPoint presentation, provide the link to your YouTube, Loom, or Zoom video recording that you created. Your presentation should address the following:
Who are the four team members, and what was the primary reason each person was selected? How difficult was it to come to a decision regarding team selection? Which potential team member was most difficult to come to a consensus about? Why?
What are the primary strengths of the team? What are its potential weaknesses? How positive is the management team about the team's potential? Justify your answers with evidence from " Southwest Transit Team Member Profiles."
What strategies will be most effective for motivating the team, managing conflict, and ensuring success and fostering collaboration? Cite specific motivational theories, conflict-resolution strategies, and leadership strategies in your answer.
Justify how the selected team embodies the values of Conscious Capitalism how the tenet of stakeholder orientation played a role in the team selection process. Provide citations to strengthen your claims.
Describe how value is created for each stakeholder, and in what ways will the team positively impact the business as a whole?
You are required to use at least three academic references to strengthen and support your claims and recommendations. Ensure each content slide has supporting citations and specific examples.
.
Consider the various ways to create effective communication in teams.docxclarebernice
Consider the various ways to create effective communication in teams and guidelines from the text to determine how s a student group could constructively manage the situations described below. In your response for each scenario, identify which principles of effective teamwork are being disregarded, and develop responses (i.e. ways) that maintain a supportive communication climate.
A. LATENESS: At the second meeting, Peg came in a few minutes late. That was bad enough, but now she’s coming 10–15 minutes late to every meeting. What’s worse, Angelica and Robert have started arriving late, too. It makes the rest of us feel like giving up.
B. SKEPTICISM: Dan constantly makes negative comments. Our brainstorming activities fail because he makes fun of our efforts. Some people in the group are losing their enthusiasm and have stopped saying anything.
C. MONOPOLIZING: Rajiv is very opinionated. He keeps talking, and he rambles on and on. It feels like we can’t get a word in edgewise.
D. SILENT DISAGREEMENT: Adelle sits around rolling her eyes about almost everything we say. We can tell from the look on her face that she doesn’t like our ideas. It makes us feel like she doesn’t like us, either. She’s very pretty, and I think maybe she feels superior.
.
More Related Content
Similar to Communication Week 3Part One Answer question, roughly 100-150.docx
Whirlpool implemented global retention strategies to address high employee turnover rates. The strategies included measuring resignation impacts, understanding resignation probabilities, and developing preventative plans. Whirlpool also improved manager-employee relationships through questionnaires and meetings. Recommended strategies included career planning instead of just filling roles and investing in line manager training and development. Whirlpool focused on maintaining relationships with customers, employees, suppliers and trade unions.
CaseCulture Change at TexacoIn 1999, Texaco settled a lawsui.docxtidwellveronique
Case
Culture Change at Texaco
In 1999, Texaco settled a lawsuit that charged the firm with discriminating against
African American employees. Texaco paid $175 million, the largest settlement of this
kind ever. The stock had fallen $3 per share after damning audiotapes became
available to the public. Peter Bijur, then CEO, decided to stop fighting the lawsuit
and settle. Minority employees received $140 million in damages and back pay, and
$35 million was used to establish an independent task force to evaluate the firm’s
diversity efforts for the next five years.
Apparently, there had been very real problems throughout the Texaco organization.
These included blatant racist language and behavior on the part of Texaco
employees and managers, documented lower pay for minority employees (in some
cases lower than the minimum for the job category), and comments such as the
following overheard from a white manager: “I never thought I’d live to see the day
when a black woman had an office at Texaco.” Unfortunately for Texaco, and
fortunately for minority employees, a Texaco official taped meetings about the lawsuit
in which executives used racial epithets and discussed disposing of incriminating
documents. The tapes were made available to the New York Times and, through it, to
the public. To make matters worse for Texaco, a former senior financial analyst, Bari-
Ellen Roberts, wrote a book detailing the humiliating experiences faced by many
minority employees, including herself. One time, a white official referred to Roberts
publicly as a “little colored girl.” She also detailed how the organization regularly
ignored grievance claims from minorities.
Bijur’s unusual solution to the problem was to launch a complete culture change
effort. During 1998 and early 1999, the company was in difficult financial straits due to
low crude oil and natural gas prices. Revenues and earnings dropped precipitously, and
the number of employees was reduced from 27,000 to 18,500. At a time like that,
another CEO might have put diversity issues aside in favor of a focus on the bottom
line. But Bijur took advantage of the opportunity to “make us a better company.” First,
as leader, he made it clear that he would simply not tolerate disrespect and that those
who didn’t go along with the culture change would be dismissed. He even went outside
the company, speaking to groups such as the Urban League, saying that “a real
commitment must be more than a diversity checklist. It must be integrated into a
company’s business plan. It must guide our strategies for hiring, developing, promoting
and retaining a diverse workforce. And it must extend beyond our corporate
boundaries—not only to our customers and suppliers, but also to the communities in
which we work and live.” Bijur hired African Americans in key positions such as
director of global business development, general counsel, and head of diversity for the
company. All of these individuals said that they agreed to join the co ...
This document summarizes survey results from 32 Canadian workplaces regarding current and desired workplace values:
- Currently, 24% of selected values are potentially limiting, including bureaucracy, hierarchy, and silos. Positives include customer satisfaction, teamwork, and accountability.
- Desired values focus more on accountability, teamwork, continuous improvement, and new values like coaching, balance, communication and trust.
- Employees desire a culture of transformation with learning and growth, rather than the current perfection-focused culture hindered by limiting values. They want a workplace better able to change and scale up.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
1
Annotated Bibliography
2
Annotated Bibliography
Annotated Bibliography
Al-Khasawneh, A. L. (2014). The Role of Knowledge Resource Diversification Strategy Management in Improving Organizational Learning among Employees at the Commercial Islamic Banks in Jordan. International Business and Management, 8(2),101-111.
The publication by (Al-Khasawneh, 2014) gives invaluable insights on how the process of knowledge and information sharing can be of great importance in making any given organization realize efficiency; this the article highlights with reference to the banking sector. Al-Khasawneh also mentions that the benefits of knowledge resource diversification strategies cut across the entirety of the corporate divide and can be used successfully with any organizational manager that is looking to gain decent returns and maintain customer loyalty. With commercial Islamic banks in Jordan as a sure example, the author mentions that knowledge resource diversification strategy management can only be realized when an organization is willing to spend on Knowledge Management. Even though expensive in the short run, modern knowledge management systems often prove to be beneficial in the long run. Besides, the author recommend that any firm looking to realize knowledge diversification has to come up with a culture within the internal environment that is supportive to knowledge sharing.
Filson, D., & Olfati, S. (2014). The impacts of Gramm–Leach–Bliley bank diversification onvalue and risk. Journal of Banking & Finance, 41, 209-221.
Filson and Olfati, in their publication, give reasons as to why banks diversify their product lines every now and then. The author’s site that most banks diversify their product lines so as to encourage customers to take them up, ie to increase attractiveness and for the sake of helping customers to get customized product packages. Earlier, most banks noted that some customers were hesitant to do business with them solely because they were not sure of the risks involved and were doubtful of whether they would realize the value for their money. Bank diversification approaches such as the Gramm–Leach–Bliley bank come in to accord customers risk transference and better proceeds for their savings and investments.
Lam, T. Y., & Tipping, M. (2016). A case study of the investment yields of high street banks. Journal of Property Investment & Finance, 34(5), 521-534.
In their publication, Lam and Tipping interview various bank administrators on what diversification is all about and how the process is beneficial to banks or any other business. It is quite noteworthy that all the respondents interviewed gave responses that resonated; describing diversification as the process of increasing options for customers i.e. the realization of varied product lines. For most banks and businesses at large, diversification is a top priority because bad performance in or an economic slump affecting any one of the products will not be disastrous.
...
Board of directors is the decision-making organ in the organization that faces complex tasks
pertaining to strategic-issue processing. It comprises of directors from various backgrounds
hence face interaction difficulties that can prevent them from fulfilling their tasks. This study,
will investigate whether the board diversity influences CSR and firm reputation in Kenya. This
will capture the boards’ monitoring and resource provision abilities; and it will be in line with
Agency and resource dependency theories. The general objective to the study is to establish
whether board diversity influences firm’s CSR and corporate reputation in Kenya. There have
been studies on how board diversity on firm performance and CSR but no paper has been
published looking at the corporate reputation and more over concerning gender diversity on
boards in developing countries.The number of women in the board has a significant impact on
corporate social responsibility and corporate reputation. Women bring a number of strengths to
the board including an increased sensitivity to CSR and participative decision-making styles
and these benefits contribute to enhanced corporate responsibility strength ratings.This study
makes a theoretical contribution to the corporate governance literature by analysing board
diversity within the framework of two major theories Agency and Resource. This study also
makes a theoretical contribution to the diversity and governance literature by providing a better
understanding of the relationships between board gender, professional and experience diversity
andfirm’s CSR and reputation.This study will be beneficial to the management of corporations
and top management in decision making especially on the issue of SCR and the firm’s
reputation. It will also lay ground for more studies to be conducted in Kenya and other
developing nations.
This document provides an overview of employee retention and the healthcare industry in India. It discusses that employee retention involves encouraging employees to remain with an organization. Retaining key employees is critical for long-term success. The healthcare industry in India includes hospitals, health insurance, medical software/equipment, and pharmacies. It is growing rapidly due to rising incomes and health awareness. Factors attracting corporations to healthcare include recognition as an industry, socioeconomic changes, brand development, and the opening of the insurance sector. The document then discusses characteristics of the service industry like intangibility and perishability as they relate to hospitals.
Running head ON-BOARDING On-Boarding .docxtoltonkendal
Running head: ON-BOARDING
On-Boarding
ON-BOARDING
2
MEMORANDUM
From:
To: Human Resource Director
Date
Subject: On-Boarding Process
On-boarding is the process of aligning, acquiring, accommodating, assimilating, and
accelerating new team members whether they come from inside or outside the organization
(Lundby and Joltn, 2010). On-boarding is the mechanism in which new employees receive the
necessary access and knowledge to be a competent employee. The purpose of this memorandum
is to discuss the on-boarding process and discuss the critical elements associated with on-
boarding in the global environment.
On-boarding Process
1. Develop an outline of the proposed on-boarding program: an effective on-boarding
program begins before the first day of employment. A successful program should focus
on a company’s goals and objectives and link back to their mission and vision.
2. Employee Engagement: employee engagement is crucial to the success of a new
employee. Engagement should be a representation of the organization’s culture. This is
an opportunity to introduce new hires to team members, the leadership team and
members of Human Resources.
3. Training and Resources: this phase includes new hire training such as system training,
protocols, and applicable workflows. It also provides an overview of the job
responsibilities and duties. It should also provide the employee with a list of resources.
ON-BOARDING
3
4. Practicum: this step provides the new hire with on the job training. They will actually
work with a senior employee to observe and have an opportunity to do the job before
being released to work independently.
5. Follow-up: the final step of the on-boarding process consist of the employee meeting
with their direct supervisor to discuss all aspects of the job and what they have learned
thus far. This gives the supervisor an opportunity to determine if the on-boarding was
successful and evaluate if the employee will continue on with their employment.
Critical elements to consider
It is important to identify the direction and purpose of the of the employees role and
responsibilities. Secondly, the on-boarding program should consider the culture and home
country of the incoming employee and compared to the company’s country and culture.
.
ON-BOARDING
4
References
Lundby, K. M., & Jolton, J. (2010). Going global: practical applications and recommendations
for HR and OD professionals in the global workplace. San Francisco: Jossey-Bass.
Running head: CULTURE CHECKLIST 1
Merging Corporate Culture
Student’s Name
Institution
Date
CULTURE CHECKLIST 2
Merging Corporate Culture
When two companies with completely different corporate cultures merge there is likely to
be a lot of conflict between the individual organizations that may cause a reduction in the overall
productivity (Badrtalei& Ba ...
The Giving Business - CAF Australi payroll giving promo informationWWF-Australia
The document discusses research conducted on payroll giving programs in Australian businesses. Some key findings include:
- If 10% of working Australians donated $5 per week through payroll giving, an additional $260 million per year could be generated for charities.
- Benefits of payroll giving programs for businesses include enabling employees to engage with their community and reinforcing the business' image as a good corporate citizen.
- Factors that contribute to high participation rates in payroll giving programs include appointing employee ambassadors and regularly updating staff on donations and their impact.
- Barriers to expanding existing programs or starting new ones include limited time/resources and low visibility within the business. Addressing these barriers could help payroll giving better support Australian
This document discusses innovative HR practices that companies can adopt to remain competitive. It outlines strategies for attracting and assessing talented employees, developing potential, engaging staff, and facilitating transitions. It also discusses green initiatives like virtual teams, reducing paper use, and wellness programs. Implementing innovative HR practices can help companies utilize resources, leverage intellectual capital, and adapt to changing business needs.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
Major problems faced in benefits management include:
1. Maintaining competitive advantage in a global economic climate.
2. Guiding organizational culture and direction to promote innovation and productivity.
3. Effective communication and management of conflicting communication styles within the organization.
4. Strategic planning and organizing employees and resources to achieve organizational goals.
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
Internal and External Environment on Human Resource Managementsammerkhan1
This document discusses the impact of internal and external environmental factors on human resource management. It outlines two models of human resource management - the Guest model from 1989 and the Warwick model from 1990. The Guest model relates HRM strategies and practices to organizational performance, while the Warwick model analyzes how external factors influence organizational operations.
The document then examines the internal environmental factors that affect HRM, including compensation, employee relations, customer satisfaction, new entrants, and competition. It also discusses the external PESTEL factors of politics, economics, social issues, technology, the environment, and law/regulations. The conclusion emphasizes that a successful HRM strategy must conform to organizational goals while addressing employee concerns and continuously adapting to changes in
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
LEADERSHIP STRATEGIES
Amber VanHausen
Argosy University
LEADERSHIP PHILOSOPHY
The leadership style to be employed is transformational leadership.
This style involves motivation of the employees to perform better and achieve more (Dolan, 2014, p.167).
It deals with convincing the employees that they are not mere employees but rather an integral part of the company and important to its development.
LEADERSHIP PHILOSOPHY
Transformational leadership is the best leadership style in such a scenario.
Expansion is a very engaging venture that needs the full participation of all the employees.
Transformational leadership will ensure full participation of the employees in the expansion process and make the process more effective (Jason, 2013, p.18).
INCORPORATION OF PORTER’S FIVE FORCES
The threat of new entrants is a factor which as to be dealt with.
This is due to the fact that the market is profitable and might attract more players into the market.
However, there are government barriers in china which might limit the entry of new players into the market
This reduces the risk of competition in the Chinese market.
INCORPORATION OF PORTER’S FIVE FORCES
There is a huge threat of substitutes especially in the Chinese market.
This stems from the fact that the Chinese manufacturers usually adapt to the manufacturing tactics of corporations and produce similar products.
This risk can be dealt with by ensuring that the products of the company are high quality and clearly better than any substitutes.
The price of the products also needs to be reasonable so as to compete effectively with the substitutes.
INCORPORATION OF PORTER’S FIVE FORCES
The bargaining power of the consumers is a determining factor of the level of profit which is likely to be realized in the Chinese market.
The bargaining power of the consumers can be reduced by ensuring consumer loyalty.
This means that there will be a program meant to ensure that the consumers are exclusively loyal to the products of the company.
This will reduce the bargaining power of the consumers exponentially.
INCORPORATION OF PORTER’S FVE FORCES
The profits of the company may also be affected by the bargaining power of the suppliers.
However, there is a large number of suppliers in the Chinese market.
This means that the company has a choice when it comes to selection of suppliers.
As such, the bargaining power of the company is high in comparison to that of the suppliers.
INCORPORATION OF PORTER’S FIVE FORCES
The level of competition in the Chinese market will be affected by the level of industry rivalry in the market.
The company must focus on innovation in order to maintain a competitive edge overall other rivals.
Marketing and the intensity of advertising is also very important when it comes to maintaining a competitive edge over rivals in the industry.
RISK ASSESMENT FOR ACQUISITION OF NEW TECHNOLOGY COMPANY
The first risk in the acquisition of the new technology company has to do with t ...
This document discusses employee management and engagement. It defines employee engagement as the commitment that employees feel toward their organization's goals and values. Highly engaged employees care about their company's success and regularly go above and beyond in their work. The document then discusses how Food Fiesta, a sweets and biscuits producer, engages its employees through recognition programs, developing personal relationships, increasing responsibility, training and skills development, feedback, and transparency. Barriers to engagement like lack of leadership and unimplemented ideas are also covered. Finally, the document outlines steps to promote engagement, such as clear goals, feedback, and development opportunities.
BSBHRM501 Manage Human Resource Services.docxstudywriters
This document discusses the human resource management needs and strategies for a medium-sized organization in Brisbane, Australia. It identifies key roles in HR including the HR manager and line managers. It also discusses recruiting, training, retaining employees, diversity considerations, and ensuring strategies comply with legislation and ethics. A cost-benefit analysis found investments in recruitment and training would provide high returns on investment through increased employee retention and satisfaction.
Similar to Communication Week 3Part One Answer question, roughly 100-150.docx (20)
Consider the vision for a successful Southwest Transit marketing tea.docxclarebernice
Consider the vision for a successful Southwest Transit marketing team composed in Topic 4. Narrow down the team selection to four individuals for presentation to the director. Decide which strategies will be most effective for leading the agreed-upon team. Compose a PowerPoint presentation (10-12 slides), then record your 5-7-minute presentation using YouTube Video, Loom, or Zoom. On the title slide of your PowerPoint presentation, provide the link to your YouTube, Loom, or Zoom video recording that you created. Your presentation should address the following:
Who are the four team members, and what was the primary reason each person was selected? How difficult was it to come to a decision regarding team selection? Which potential team member was most difficult to come to a consensus about? Why?
What are the primary strengths of the team? What are its potential weaknesses? How positive is the management team about the team's potential? Justify your answers with evidence from " Southwest Transit Team Member Profiles."
What strategies will be most effective for motivating the team, managing conflict, and ensuring success and fostering collaboration? Cite specific motivational theories, conflict-resolution strategies, and leadership strategies in your answer.
Justify how the selected team embodies the values of Conscious Capitalism how the tenet of stakeholder orientation played a role in the team selection process. Provide citations to strengthen your claims.
Describe how value is created for each stakeholder, and in what ways will the team positively impact the business as a whole?
You are required to use at least three academic references to strengthen and support your claims and recommendations. Ensure each content slide has supporting citations and specific examples.
.
Consider the various ways to create effective communication in teams.docxclarebernice
Consider the various ways to create effective communication in teams and guidelines from the text to determine how s a student group could constructively manage the situations described below. In your response for each scenario, identify which principles of effective teamwork are being disregarded, and develop responses (i.e. ways) that maintain a supportive communication climate.
A. LATENESS: At the second meeting, Peg came in a few minutes late. That was bad enough, but now she’s coming 10–15 minutes late to every meeting. What’s worse, Angelica and Robert have started arriving late, too. It makes the rest of us feel like giving up.
B. SKEPTICISM: Dan constantly makes negative comments. Our brainstorming activities fail because he makes fun of our efforts. Some people in the group are losing their enthusiasm and have stopped saying anything.
C. MONOPOLIZING: Rajiv is very opinionated. He keeps talking, and he rambles on and on. It feels like we can’t get a word in edgewise.
D. SILENT DISAGREEMENT: Adelle sits around rolling her eyes about almost everything we say. We can tell from the look on her face that she doesn’t like our ideas. It makes us feel like she doesn’t like us, either. She’s very pretty, and I think maybe she feels superior.
.
consider the unique and varied forms of slaveryenslavement in Afric.docxclarebernice
consider the unique and varied forms of slavery/enslavement in Africa prior to encounters with Europeans. How was slavery in Africa different from chattel slavery as practiced specifically in the U.S.? Discuss 3 forms of enslavement as practiced in Africa, and explain how each was different from U.S. chattel slavery.
.
Consider the types of digital technology advances that exist and how.docxclarebernice
Consider the types of digital technology advances that exist and how they might have gone awry. Identify some types digital technology that may have gone awry and how they affect your life.
1) It should be a minimum of 350 Words not including references
2) APA Format and References needed
.
Consider the two following statements Photosynthesis and cellular .docxclarebernice
Consider the two following statements: "Photosynthesis and cellular respiration are opposite reactions" and "Photosynthesis and cellular respiration are complementary reactions."
Which statement is correct? Or are they both correct? Explain.
Autotrophs are considered to be the foundation of all ecosystems. Do you agree with that statement? Explain why.
.
Consider the study on Ethnography you described last week, Remind us.docxclarebernice
Consider the study on Ethnography you described last week, Remind us of your study. 1.What population will be your sample?
2. What specific qualitative data will you collect?
3. How will you know when to stop collecting data?
.
Consider the role of HR in a rapidly-changing world. What cha.docxclarebernice
HR will need to adapt to changes from advancing technology allowing more remote operations and changes from unforeseen world events like pandemics or natural disasters. HR may need new policies and training to guide remote work setup and management as well as policies for employee support during crises. Continual assessment of needs will help HR change effectively with our evolving world.
Consider the scenarios involving the unwilling moral agents of J.docxclarebernice
Consider the scenarios involving the unwilling moral agents of Jim and George in Bernard William's “Utilitarianism & Integrity”. Describe the events that occur in such scenario (Be detailed your descriptions.) Explain how these events relate to the Brain in a Vat scenario in Robert Nozick’s “The Experience Machine”. Additionally, explain how the thought experiments in each article exemplify objections regarding consequentialist judgments. Finally, using the selection from Mill's Utilitarianism to demonstrate how these objections might be unwarranted. Provide a detailed scenario that demonstrates your formulation of the unwarranted objections.
.
Consider the scenario below.A toxic waste dump company wants to .docxclarebernice
Consider the scenario below.
A toxic waste dump company wants to build a facility within a small, low-income community. The city council has to approve the placement for all new companies. The approval of the addition of this particular company will bring very little economic benefit to the community. None of the residents of the community attended the city council meeting when this company made its proposal, and the community residents were unaware of the proposal. Since no one in the community attended the city council meetings, the chief executive officer (CEO) of the toxic waste dump company says approval from the city council should be the only approval needed to move forward with building this facility.
Do you agree or disagree with the CEO? Consider the roles and responsibilities of federal, state, and local health departments in public health practice. What is one recommendation for what should have been done prior to the council meeting to ensure that the decision was fair and valid?
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Identity your selected example of a transition of care.
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zero plagarism and proper APA formatting..
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Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
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From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
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There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
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Answers about how you can do more with Walmart!"
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
Communication Week 3Part One Answer question, roughly 100-150.docx
1. Communication Week 3
Part One: Answer question, roughly 100-150 words, citing must
be APA style
Explain the role of gender conversational rituals. Elaborate on
the topic and share several ways you, or someone you know, has
had to adapt to gender differences in communication (include
examples).
Part Two: Answer question, citing must be APA style
1. Describe successful listening skills and process that can aid
communication. How can these skills help you to become an
effective leader in your workplace?
Your response should be at least 200 words in length.
2. List at least three ways leaders can work with people who are
less argumentative and people who are highly argumentative to
enhance work communication.
Your response should be at least 200 words in length.
3. Discuss the factors that affect responsiveness. Give an
example of several responding strategies.
Your response should be at least 200 words in length.
4. What are some factors that affect an individual’s willingness
to communicate? List at least three ways that leaders can work
with a low willingness to communicate individual.
Your response should be at least 200 words in length.
From the milestone one, the plan of the changes in the
workforce structure, tradition and culture of the organization
arrived after a systematic research and considerations of the
factors in human service delivery. The report addressed
concerns regarding the growing concerns about the culture of
the organization. Recommendations were made to pave the way
for the retention of some of the managerial workforce and
recruitments of new staffs on merit. The changes outlined in the
plan report were as a result of the systemic plan to improve the
2. organization working structure that would improve the human
service delivery. The new structure will only remain relevant if
all the staff and structure work towards achievements of the
objectives outlined in the mission statement.
The research was conducted in various worlds’ leading
companies and specifically on the Coca-cola company, Inc.
Coca-cola is a private corporation. Nonetheless, its workforce
structure was found as a relevant benchmark for any
organization. According to the piece of the research work on
structure and culture, it was observed that structuring an
organization does not only involve organizing internal
relationships but it also the external relationships too. This
involves creating sustainable and reliable partners. About our
agency, which offers human services, it would, therefore, be
necessary to create a workable workforce and partners and
volunteers that can steer the organization to higher scales. This
involves looking for funding groups and donors and staff that
can reach the final beneficiaries.
From a case study at Coca-cola Great Britain (which reflects the
culture of The Coca-Cola Company as a whole), the greatest
emphasis is on the teamwork and empowerment. That creates an
important aspect of culture in an organization that sees its
employees as its greatest asset. From the onset, Coca-cola
believes that motivated employees provide the engine that
drives the company’s growth. Such a workforce structure
involves grouping people into teams that encourage people to
feel valued. The workforce of the company was also found to
consist of both experienced workforce and the new entrants.
This ensured the flow of information and exchange of ideas,
experiences and views.
The aspect of a mixed experienced and new graduate entrants,
created a lead for our agency to retain most of the managerial
personnel and at the same time employ new recruits and interns.
The new recruits are encouraged to contribute ideas and
innovation. Such factors were also influenced by the trends in
the human services. One, of such trends, is the change in
3. technology. Technology is the heartbeat of the agency; it offers
information management system (IMS) and relevant information
flow chain as well as communication systems.
Sustainable workforce structures will be achieved by creating a
friendly, innovative culture, Coca-Cola Company can depend on
a high-quality workforce that has helped the company to
maintain the leading brand all over the world. This success is
contributed by the company’s aggressiveness to embrace new
technology and changing culture. According to Gabrielle
Brown, in his article he mentions organizational culture and
structure changes is inevitable due a constant change in
technology, customer, and markets, social and political
pressures as well as demographic characteristics (Brown, 2016).
References
Brown, G. (2016). Resistance to Change in organization's
Structure & Culture.
Creating an effective organisational structureA Coca-Cola Great
Britain case study. (n.d.). Retrieved March 01, 2016, from
http://businesscasestudies.co.uk/coca-cola-great-
britain/creating-an-effective-organisational-structure/structure-
and-culture.html#axzz41Yok70zv
Nonprofit budget (n.d.). Retrieved February 22, 2016, from
http://grantspace.org/tools/knowledge-base/Nonprofit-
Management/Establishment/budget-examples
The Global Fund for Children. (n.d.). Retrieved February 22,
2016, from
http://www.globalfundforchildren.org/?gclid=CjwKEAiAgKu2B
RDu1OGw3-
KXokwSJAB_Yy2QlNKcHaYv9RGWjnNh1wgJsKyRd-
ZdKpH3Ix-LzROHNBoCNn3w_
4. Introduction
Current State of the Agency
The current state of the AfriGro Agency Corporation is
deplorable to say the least. The agency is plagued with
corruption allegations and mistreatment of its workers. For the
past 10 years, the agency has been unable to provide a stable
and safe working environment for its workers. It has been
reported that several of the workers have bruises on their bodies
owing to injuries at work. Productivity levels are low because
of the unsafe working conditions.
Furthermore, job satisfaction in the agency is low, a factor that
significantly contributes to poor performance of the employees.
There have also been reports of wrangles within the company.
The wrangles are attributed to lack of clearly distinguished
duties leading to an overlap of these duties. Ten employees have
already left the organization owing to the poor working
conditions and low levels of job satisfaction. Employee turnover
is bound to increase if the current state of affairs is not
reversed.
The current budgetary allocations are inefficient in meeting the
needs of the organization. Looting of the donor funds has led to
diminishing of budgetary allocations for key community
projects. In addition, the agency has been blamed for
prioritizing the wrong projects over projects that the
communities it serves truly need.
The culture of the organization has been shattered because of
the poor working conditions in the company and the fraudulent
activities of the management. The employees are not cohesive
because they do not believe they are working towards a similar
goal. There is also a lot of mistrust between the employees and
the management. The former do not believe that the
management has their best interests at heart.
Justification for Proposal
The proposal is to develop a better organizational structure
5. by improving working conditions and rooting out corruption in
the company. New employees will be hired to replace the ones
that left. In addition, stringent financial controls will be put in
place to block any attempts to embezzle any of the donor funds.
In fact, criminal investigations will be launched against the
former CEO and other top managers for embezzlement of funds.
The proposal is essential at this time if it is to recover public
and donor trust again. The mission for the company is to
provide support to African farmers in order to eradicate hunger
in the third world continent. The agency needs to resort back to
this mission as a guideline for its activities. The impact of the
proposal is increased efficiency in the delivery of services to
the farmers across the continent. With better delivery of
services, the farmers are able to grow more stable crops and
earn a better living. Increase in income will alleviate the
poverty of the farmers. The boost in food production will help
eradicate hunger in different areas across the continent.
Agency Mission
The mission of the Agency is to ensure that African
farmers are farming efficiently, increasing their income, and
aiding in the alleviation of hunger on the continent. In other
words, the agency has been charged with providing monetary
and technical support to African farmers with a bid of boosting
plant production and increasing the profit margin for the
farmers.
If the current state of the agency continues then the
organization will fail miserably at its mandate. Unsafe working
conditions and corruption will lead to an increase in employee
turnover. The result is a direct loss of knowledge capital in the
agency. Employees provide the technical knowhow of
implementing the objectives of the agency in the continent.
Corruption and embezzlement will lead to a shortfall in cash
making it harder for the agency to successfully carry out its
mandate.
During the creation of the proposal, the management
considered the implications that it would have on the fulfillment
6. of the mission of the agency. The proposal considered the need
to provide support for the farmers to improve their quality of
life. The whole purpose of revamping the agency and weeding
out corruption is to provide better technical and financial
support to the farmers. The support will go a long way in
improving the communities that the agency serves.
Trends in Human Service Delivery
A trend in human service delivery is the formulation of
non-traditional partnerships with the aim of creating a new
human services ecosystem. The need to maximize resources and
find fresh ideas has led many agencies to shift from entrenched
ways of human service delivery. Agencies, including Afrigo,
normally work parallel to one another without having the same
goals and practices. However, this is bound to change with
decrease in resources and increase in demand for the services
offered. Working together forces all the parties involved to
focus on core competencies and determine how collaboration
can have a system wide impact at a lesser cost (Wareing &
Hendrick, 2013).
Social financing is another trend in the industry. The type
of financing involves encouraging donors to invest in
preventative social interventions that will benefit everyone in
the society. The result is that everyone benefits and the society
saves on money that would have been used for future
remediation. The agency infuses capital for an intervention, and
if the specific social outcome is achieved, the investors will get
back their investment plus a hefty rate of return (Wareing &
Hendrick, 2013).
These trends have pushed the agency to be keener on new
partnerships with other agencies and governmental entities that
work in human services delivery. The proposal will ensure that
the agency is open to collaborating with other agencies by
making it more efficient and accountable. It will also attract
more potential investors who are willing to engage in social
financing. These investors are looking for a transparent agency
that can meet its social objectives.
7. Workforce Structure
Structure and Culture
The agency was intended to provide a hospitable climate
for workers to engage each other and exchange critical skills
and information for the benefit of African farmers. A culture of
this sort would provide comprehensive service delivery. The
proposal aims at enforcing the culture of cohesiveness and
working together in the workplace for the common good of the
people it serves.
Personnel and retention
The proposal aims at improving the retention of personnel
in the agency. The high employee turnover rate is draining the
agency’s skills, labor, and knowledge. The result is that the
quality of service delivery is severely hampered. The proposal
seeks to establish a reputable working environment where job
satisfaction is guaranteed. Increased job satisfaction leads to a
decrease in employee turnover and an increase in the quality of
service delivery.
Personnel and recruitment
The proposal also aims to establish a new recruitment
process that will attract the top talent from across the continent
and beyond. Previously, recruitment was based on the network
capital of the applicant and there were many nepotism
incidences in the recruitment process. However, with the new
proposal, the recruitment process will be fair and applicants
will be accorded equal treatment. Hiring the right people for the
job will greatly influence the quality of the services delivered
by AfriGro.
Current Trends
A current trend in the workforce structure for human
services is paying more attention to the needs of the workers.
Most of the workers join agencies such as AfriGro because they
want to help the communities they live in. Their pay is minimal
compared to those working in for profit companies. Neglect of
these workers will lead to a significant increase in employee
turnover (Donahue Institute, 2006). More has to be done to
8. cater to the financial, health, physical, emotional, and mental
needs of Afrigro’s employees. The agency needs to create a
creative atmosphere for these employees where they can nurture
their talents and passions.
Budget and Funding
Delivery of Services
The agency’s budgeting will need to be aligned with the
current ethical standards set by the Ethical Standards for Human
Service Professionals. The money allocated in the budget should
be equitably distributed among the priority projects of the
agency. Allocation for salaries of top management should also
be ethical unlike in the past. Reports indicate that some
frivolous projects were listed in previous budgets. The proposal
aims at eradicating such incidences by ensuring that an
independent accountant audits the budget and other financial
reports for the agency. The selection of projects to fund using
the money received from donors will also be made on ethical
grounds and not for commercial purposes or the benefit of the
management or unscrupulous business and government officials.
Quality of Services
The National Organization for Human Services advocates
that all human services’ agencies need to ensure decent quality
of services to the clients. The quality of service and delivery
needs to be the top priority for the agency. A high quality of
services will guarantee that the agency respects the dignity and
worth of the clients, integrity, and social justice.
Grant Funding
The agency will adhere to ethical standards regarding grant
funding. The channels for attracting grant money shall be
ethical. The agency will not offer bribes to receive more grant
funding or offer promises to grantors. In addition, the agency
will provide full accountability of how the grant money is being
utilized and the societal benefits of each project initiated by the
agency using the grant funds.
9. Future Funding Sources
The agency is also looking into new sources of funding in
a bid to stop over-reliance on specific donor funds. Partnerships
with other agencies will see the agency opening new funding
sources. Social financing is also an additional form of financing
that the agency will begin to apply in the near future (Stevens,
1998). The agency will also look into ways of entering into
profitable partnerships with the farmers. The aim is to re-invest
part of the profit earned in developing new projects that can
help alleviate poverty and hunger in the surrounding
communities.
Conclusion
Future Program Service Delivery
The proposal will greatly improve the process of service
delivery for the agency. Following ethical guidelines, the
proposal seeks to ensure that all budgetary allocations are fair
and will have the greatest impact in the targeted communities.
Corruption and high employee turnover will be a thing of the
past with the implementation of the new proposal. The result
will be a dramatic increase in the quality of services provided
by the agency. Ethics will play a major role in the agency’s
accountability to its employees, its donors and grantors, and to
the client it serves.
Trends and Benefits to the Community
The proposal is aligned to current trends in human service
delivery. Major current trends are more focus on ethical
standards of operation and providing reputable work
environments to employees. The proposal is aimed at improving
the culture of the organization for the sake of the workforce.
Creating a cohesive and ethics-oriented organizational culture
will ensure that employee turnover rates decrease in the agency.
Qualified employees will also be brought on board as per the
proposal. The skills and knowledge inherent in the organization
will be a driving force for change in the communities that the
agency serves.
10. References
Donahue Institute (2006). The Future of the Human Services
Workforce in Massachusetts. Commissioned by The
Massachusetts Council of Human Service Providers, Inc.
Stevens, S.K. (1998). Becoming tomorrow’s Non-Profit: Seven
Strategies for Managing Your Nonprofit’s Future.
Wareing T., & Hendrick, H.H. (2013, Apr 1). Five trends
driving the future of human services. GovTech.com. Retrieved
on 2/3/2016 from http://www.govtech.com/health/5-Trends-
Driving-the-Future-of-Human-Services.html
CB Week 3
Part One: Answer question, roughly 100-150 words, all citing
must be APA style
Review Profile 4.2 on page 137. After reviewing, please discuss
union avoidance strategies by management. What suggestions
would you make to avoid union organization in the workplace?
Part Two: Answer Questions, all citing must be APA style
1. Identify and discuss in detail the steps in a secret ballot
11. representation election. Who initiates this process? Explain.
Your response should be at least 300 words in length.
2. Realizing every workforce is different, identify and discuss
the four basic steps involved in launching a union organizing
campaign. Does this differ in the public and private sector?
Explain.
Your response should be at least 300 words in length.
Part Three: Unit III Case Study
Read Case Study 4-1, “Salting,” on pages 155-156 of your
textbook. Then, address the following:
1. Explain how the company’s treatment of both the “covert”
and “overt” salts applications for jobs compares to the
recommended counter-salting steps for employers.
2. Would either the “covert” or the “overt” salts in this case
satisfy the NLRB ruling that applicants for employment must be
genuinely interested in seeking employment before claiming
protection under the NLRA?
3. Does the company’s opposition to becoming a union shop
indicate that there was anti-union animus in refusing to consider
the “overt” salts for employment?
Your response should be a minimum of 150 words per question.
All sources used, including the textbook, must be referenced;
paraphrased and quoted material must have accompanying
citations in APA format.
Textbook:
Carrell, M. R. & Heavrin, C. (2013). Labor relations and
collective bargaining: Private and public sectors (10th ed.).
Upper Saddle River, NJ: Prentice Hall.