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Joe is the Vice-President of Hyperlink Systems. His plant produces circuit boards that are used in Nokia cell phones and IBM computers. Hyperlink is caught in a competitive pricing squeeze, so he hired a consultant to study the production department. After the consultants recommendations were in and Joe evaluated the results he spoke with plant manager Sue Harris. Harris, asked that the consultant’s recommendations be implemented immediately. She thought that total production would increase right away. Weekly production goals were set higher than ever. Joe worried that in her zealous approach to implementation Harris didn’t take into account the time required to learn new procedures, and that plant workers would be under great pressure to make what may be unrealistic goals. He vocalized this to Harris who assured him that it would work. That her employees could “see the vision”. However, anxious to empower Sue to make her own decisions, Joe did not act on his concerns. He did watch things and soon realized that his fears were not unfounded. A handful of workers resisted the new work methods because they felt they could produce more circuit boards using the old methods. While most workers have changed to the new methods, their productivity has not increased. Even after a month, many workers think the old ways are more efficient, faster, and more productive. The numbers for production had not changed. They were now facing the beginning of the second month with the new methods and a very split workforce. Today, a delegation has come to Joe’s office with concern that the new goals and procedures are not working and the Sue Harris is making them change for the worse. “She claims,” they report “that they are not using the new methods correctly and this is why the productivity is not increasing.” The group says that the she is not trusting them to do the job. They also say that they do not want her to know that they went over head by coming to you. They are afraid it will make things worse. Joe has a couple of other concerns with Harris. Joe recently spoke with another colleague, John, who was complaining about Sue’s lack of dependability. She had asked John to attend an operations conference, and at the last minute sent another supervisor instead, without any explanation. She has made other promises of supplies and equipment to his section, and then never followed through. Joe thinks Sue makes promises she can’t keep probably out of desire to please. The end result is that she acts too quickly without adequate implementation and follow-up. Joe can see that she is developing trust issues right and left. Worse yet he feels that if he doesn’t do something about things soon people will not think him trustworthy. Reading the theme material for the week what would you suggest Joe do to protect his relationship with Susan and her staff? Include in your answer a description of what trust means to a leader, how it creates followers, and how you might c.
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Learning Activity #1Joe is the Vice-President of Hyperlink Syste.docx
Learning Activity #1
Joe is the Vice-President of Hyperlink Systems. His plant produces circuit boards that are used in Nokia cell phones and IBM computers. Hyperlink is caught in a competitive pricing squeeze, so he hired a consultant to study the production department. After the consultants recommendations were in and Joe evaluated the results he spoke with plant manager Sue Harris. Harris asked that the consultant’s recommendations be implemented immediately. She thought that total production would increase right away. Weekly production goals were set higher than ever. Joe worried that in her zealous approach to implementation Harris didn’t take into account the time required to learn new procedures, and that plant workers would be under great pressure to make what may be unrealistic goals. He vocalized this to Harris who assured him that it would work and that her employees could “see the vision”. However, anxious to empower Sue to make her own decisions, Joe did not act on his concerns. He did watch things and soon realized that his fears were not unfounded. A handful of workers resisted the new work methods because they felt they could produce more circuit boards using the old methods. While most workers have changed to the new methods, their productivity has not increased. Even after a month, many workers think the old ways are more efficient, faster, and more productive. The numbers for production had not changed. They were now facing the beginning of the second month with the new methods and a very split workforce.
Today, a delegation has come to Joe’s office with concern that the new goals and procedures are not working and that Sue Harris is making them change for the worse. “She claims,” they report “that they are not using the new methods correctly and this is why the productivity is not increasing.” The group says that the she is not trusting them to do the job. They also say that they do not want her to know that they went over her head by coming to you. They are afraid it will make things worse.
Joe has a couple of other concerns with Harris. Joe recently spoke with another colleague, John, who was complaining about Sue’s lack of dependability. She had asked John to attend an operations conference, and at the last minute sent another supervisor instead, without any explanation. She has made other promises of supplies and equipment to his section, and then never followed through. Joe thinks Sue makes promises she can’t keep probably out of desire to please. The end result is that she acts too quickly without adequate implementation and follow-up. Joe can see that she is developing trust issues right and left. Worse yet he feels that if he doesn’t do something about things soon people will not think him trustworthy.
Reading the theme material for the week, what would you suggest Joe do to protect his relationship with Susan and her staff? Include in your answer a description of what trust means to a leader, how it creates foll ...
CHANGE MANAGEMENT AND IMPLEMENTATIONIntroductionThis ca.docx
CHANGE MANAGEMENT AND IMPLEMENTATION
Introduction:
This case study introduces a new human resources director, who is responsible for developing a more strategic human resources function. As she begins in the role and starts to implement changes, she is facing many challenges and much resistance. The case study showcases the need for strong communication and change management when introducing both small and large changes within an organization. It also deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success.
Case Study:
The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion last year, producing a net income of $530 million. It has just over 1,000 employees. Although the organization has been in business for almost 10 years, it has experienced rapid expansion in the past two years due to tremendous business growth and a merger with the Enelrad Group, another local firm. Managers have had difficulty keeping up with this growth, especially in the HR department, which has been stretched thin to keep up with staffing needs and other, mainly administrative, duties.
Six months ago, the CEO, Todd Jackson, recognized the need to expand the size and functionality of the HR department and hired Julia Woodland to be its director, reporting directly to him. This was a newly created position, and its incumbent would replace the HR administrator, who had previously reported to the VP of Finance and who decided to retire when the new HR position was announced.
When Woodland was hired, Jackson told her that she would have "full reign" to create a more strategically focused HR department that would be better equipped to handle the organization's needs. She had quite a bit of experience at her previous company and was eager to take on the task.
Although the organization used advanced technology for its business applications, HR was still using a basic payroll processing software program and Excel spreadsheets to track various categories of employee information, including personal data, benefits enrollments, performance evaluation schedules, and compensation. All payroll and benefit information was manually entered into these respective systems, and much of the information had to be entered into multiple spreadsheets when there was a change. The department could not keep up with the information needs—new hires were getting paid incorrectly, or not at all. Benefits enrollments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook, benefits binder, and orientation materials were in serious need of updating. In addition, the company had 16 open positions and stacks of resumes everywhere. It was no wonder that the HR administrator had decided to retire!
Julia Woodland spent long hours trying to determine what she could do to address the immediate and long.
Answer these essay questionsEssay #1 Case Study Echo El.docx
Answer these essay questions:
Essay #1:
Case Study: Echo Electronics
Paul Sanchez is the production manager for Echo Electronics, a small company that makes and distributes communications equipment. Paul’s direct subordinates are the supervisors of the four production departments in the company’s manufacturing plant. Six months ago, the engineering manager at Echo Electronics proposed a plan to install new computerized workstations to increase productivity in the plant. It seemed to be a good idea to Paul, and he welcomed the change. The CEO also approved the plan, and the new equipment was installed immediately.
Three months later, Paul was surprised and disappointed to find that the expected increase in productivity did not occur. In fact, productivity and quality actually decreased. The marketing manager told Paul that several of their best customers complained about receiving Echo equipment that was defective. Paul does not believe that the problem lies with the new workstations. Technicians from the firm that built the workstations recently checked them and found that they were operating properly. Paul talked to someone at another company that uses the workstations, and his contact reported that they were having great success with them.
When Paul discussed the problem with his four production supervisors, he found that they shared his concern but did not agree among themselves about the cause of the problem. Reasons given for the decline in performance included poor design of the workstations, inadequate training of the production workers who operate them, and lack of financial incentives for increasing productivity. The supervisors also told Paul that the production workers have strong feelings about the workstations. Morale declined, and two employees quit because they were upset about the changes made in the way the work is done.
This morning, Paul received a phone call from the CEO who just received the production figures for last month and was calling to express concern about them. The CEO indicated that the problem was Paul’s to solve, but he must take immediate steps to deal with it. The CEO wants to know by next week what steps Paul will take to reverse the decline in productivity and product quality.
Questions
What actions could Paul have taken to prevent the problem?
What steps should Paul take now to deal with the problem?
Essay #2:
Case Study: Alvis Corporation
Kathy McCarthy was the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. The workers are not unionized. After reading an article that stressed the benefits of participative management, Kathy believed that these benefits could be realized in her department if the workers were allowed to participate in making some decisions that affect them. Kathy selected two decisions for an experiment in participative management.
The first decision involved vacation schedules. Each summer the workers are given two weeks.
Friend 101APA 2 or more ref, answer all.A friend has approac.docx
Friend 101
APA 2 or more ref, answer all.
A friend has approached you with a business idea. She asks for your assistance with figuring out who might be willing to shop at the new business. The Bark and Brew is a coffee/tea shop similar to a Starbucks; however, there is a twist: dogs are welcome. The plan is to carry products that will cater to dogs as well as humans, including drinks and snacks. The intent is not compete with pet stores but to compete with coffee shops. Based on this business idea, consider how you would use marketing research and competitive analysis to assist your friend in determining its viability.
In the determination of opening the Bark and Brew Café, you decide to complete a competitor analysis. Would you use a product form or a product category competition analysis? Why? What would be the source of your information?
Include in your discussion post personal observations as well as concrete examples to support your views. Initial posts should be at least two paragraphs and include direct references to the readings and/or additional articles. Word choice and sentence structure should be suitable for professional level work, and all sources should have appropriate references and citations.
1
Mini Case Number 2
Due in the beginning of March 16th class
FIRE ME WHY DON’T YOU?
Please read the attached case and answer the following questions:
1. What are the main issues in this case?
2. Would you have let Paul go as he requested?
3. Why do you think Judy was reluctant to let Paul go?
4. Do you think improvements could have been made to the performance appraisal
process? Why or why not?
Your grade will depend on your understanding of the material presented in the case which will
be demonstrated by a thoughtful and complete response to each question. Please do not take
more than 3 pages to answer all three questions.
2
FIRE ME WHY DON’T YOU?
PROFILES
Paul Apel is the Second Shift Supervisor at Generations. He has been at the company for
four years now and was promoted from the rank and file after two years. Paul has
minimal experience as a supervisor and thus was afforded the opportunity to attend
numerous training and development programs. Paul’s mom, Grace Cotter also works at
Generations.
Grace Cotter, Paul’s Mom has been with Generations for 25 years. She is a Union Shop
Steward. Grace has always been a very dedicated employee and is competent in all of the
various operations that go into the production of the clothing lines Generations is famous
for.
Jim Bausch, the Production Manager of Generations, was formerly an Industrial
Engineer before he was promoted. Jim believes in mentoring and developing his
employees and is supportive of the many educational programs available for those who
want to move ahead in the company. Jim has a high level of trust in his supervisory staff.
Judy Donato is the Human Resource Manager of Gen ...
Ballard Integrated Managed Services, Inc., Part 2QNT351 Versi.docx
Ballard Integrated Managed Services, Inc., Part 2
QNT/351 Version 2
2
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 2
The initial survey effort led by Debbie Horner, HR manager of Ballard Integrated Managed Services, Inc. (BIMS), did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded awkwardly, likely affecting the response. Some of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results.
In hindsight, Debbie suggested that she should have pretested the sample instrument before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity, plus descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate.
Knowing that Barbara Tucker, general manager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved survey effort that was better planned and marketed. Although somewhat reluctant to authorize the effort for fear of creating more damage, Barbara approved the request. She felt the need to understand the current employee dissatisfaction and increased turnover rate was urgent and thus merited the continued effort.
Learning from the initial effort, Debbie designed another survey instrument. This time she circulated it among the senior management team, inviting each person to complete the survey, reading for comprehension and flow of the actual wording, as well as for completeness. A number of suggestions were made in terms of question phrasing as well as about adding new items. These ideas were incorporated into the survey design. The revised instrument was again circulated among the same group of senior managers. The group’s consensus was that the revised instrument was complete and ready to administer.
To ensure the instrument was easily understood from the employee perspective, Debbie solicited five craft workers to voluntarily pretest it as well. These five were all on noncritical medical leave, so they were able to comfortably conduct the review. Additionally, as they were currently on leave, none would be in the actual surveyed population when the study instrument was issued later that month. Each of the five had minor p ...
Helen Bowers was stumped. Sitting in her office at the plant, she po.pdf
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions
she had been facing for months: how to get her company’s employees to work harder and
produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away
unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into
a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing
machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants
scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake
had treated his employees like part of his family. In Helen’s view, however, he paid them more
than he had to, asked their advice far more often than he should have, and spent too much time
listening to their ideas and complaints. When Helen took over, she vowed to change how things
were done. In particular, she resolved to stop handling employees with kid gloves and to treat
them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She
wanted to meet the challenge of international competition. Japanese firms had moved
aggressively into the market for heavy industrial equipment. She saw this as both a threat and an
opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms,
Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract
more Japanese competitors. Helen had to make sure that Bowers could compete effectively with
highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her
goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line
supervisors to crack down on employees and eliminate all idle time. She also decided to shut
down the company softball field her father had built. She thought the employees really didn’t use
it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased
out. Employees were paid enough, she believed, and all profits were the rightful property of the
owner—her. She also had private plans to cut future pay increases to bring average wages down
to where she thought they belonged. Finally, Helen changed a number of operational procedures.
In particular, she stopped asking other people for their advice. She reasoned that she was the boss
and knew what was best. If she asked for advice and then didn’t take it, it would only stir up
resentment.
All in all, Helen thought, things should be going much better. Output should be up and costs
should be way down. Her strategy should be resulting in much higher levels of productivity and
profits.
.
Resource University of Phoenix Material Ballard Integrated.docx
Resource:
University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. (Down here)
Read
the University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. Your team acts as a consultant group that analyzes and interprets this second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and to create a model that predicts employee resignation.
Write 300-350 words On how you will increase senior management's understanding of the sources of employee dissatisfaction .
Ballard Integrated Managed Services, Inc.
,
Part
2
QNT/351 Version
4
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc.
,
Part
2
The initial survey effort led by Debbie Horner, HR
m
anager of
Ballard Integrated Managed Services, Inc. (BIMS)
, did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded
awkwardly
, likely
affecting
the response.
S
ome of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results.
In hindsight, Debbie suggested that she should have pretested the sample
instrument
before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity,
plu
s descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate.
Knowing that Barbara Tucker,
g
eneral
m
anager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved survey effort that was better planned and marketed.
Although
somewhat reluctant to authorize the effort for fear of creating more damage, Barbara approved the request. She felt the need to understand the current employee
dissatisfaction
and increased turnover rate was urgent and thus merited the continued effort.
Learning from the initial effort, Debbie
designed
another survey
instrument
. This time she circulated it among the senior management team, inviting each person to complete the survey, reading for comprehension and flow of the actual wording, as well as for completeness. A number of suggestions were made in terms of question phrasing as well as about adding new items. These ideas were incorporated into the sur.
Recommended
Learning Activity #1Joe is the Vice-President of Hyperlink Syste.docx
Learning Activity #1
Joe is the Vice-President of Hyperlink Systems. His plant produces circuit boards that are used in Nokia cell phones and IBM computers. Hyperlink is caught in a competitive pricing squeeze, so he hired a consultant to study the production department. After the consultants recommendations were in and Joe evaluated the results he spoke with plant manager Sue Harris. Harris asked that the consultant’s recommendations be implemented immediately. She thought that total production would increase right away. Weekly production goals were set higher than ever. Joe worried that in her zealous approach to implementation Harris didn’t take into account the time required to learn new procedures, and that plant workers would be under great pressure to make what may be unrealistic goals. He vocalized this to Harris who assured him that it would work and that her employees could “see the vision”. However, anxious to empower Sue to make her own decisions, Joe did not act on his concerns. He did watch things and soon realized that his fears were not unfounded. A handful of workers resisted the new work methods because they felt they could produce more circuit boards using the old methods. While most workers have changed to the new methods, their productivity has not increased. Even after a month, many workers think the old ways are more efficient, faster, and more productive. The numbers for production had not changed. They were now facing the beginning of the second month with the new methods and a very split workforce.
Today, a delegation has come to Joe’s office with concern that the new goals and procedures are not working and that Sue Harris is making them change for the worse. “She claims,” they report “that they are not using the new methods correctly and this is why the productivity is not increasing.” The group says that the she is not trusting them to do the job. They also say that they do not want her to know that they went over her head by coming to you. They are afraid it will make things worse.
Joe has a couple of other concerns with Harris. Joe recently spoke with another colleague, John, who was complaining about Sue’s lack of dependability. She had asked John to attend an operations conference, and at the last minute sent another supervisor instead, without any explanation. She has made other promises of supplies and equipment to his section, and then never followed through. Joe thinks Sue makes promises she can’t keep probably out of desire to please. The end result is that she acts too quickly without adequate implementation and follow-up. Joe can see that she is developing trust issues right and left. Worse yet he feels that if he doesn’t do something about things soon people will not think him trustworthy.
Reading the theme material for the week, what would you suggest Joe do to protect his relationship with Susan and her staff? Include in your answer a description of what trust means to a leader, how it creates foll ...
CHANGE MANAGEMENT AND IMPLEMENTATIONIntroductionThis ca.docx
CHANGE MANAGEMENT AND IMPLEMENTATION
Introduction:
This case study introduces a new human resources director, who is responsible for developing a more strategic human resources function. As she begins in the role and starts to implement changes, she is facing many challenges and much resistance. The case study showcases the need for strong communication and change management when introducing both small and large changes within an organization. It also deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success.
Case Study:
The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion last year, producing a net income of $530 million. It has just over 1,000 employees. Although the organization has been in business for almost 10 years, it has experienced rapid expansion in the past two years due to tremendous business growth and a merger with the Enelrad Group, another local firm. Managers have had difficulty keeping up with this growth, especially in the HR department, which has been stretched thin to keep up with staffing needs and other, mainly administrative, duties.
Six months ago, the CEO, Todd Jackson, recognized the need to expand the size and functionality of the HR department and hired Julia Woodland to be its director, reporting directly to him. This was a newly created position, and its incumbent would replace the HR administrator, who had previously reported to the VP of Finance and who decided to retire when the new HR position was announced.
When Woodland was hired, Jackson told her that she would have "full reign" to create a more strategically focused HR department that would be better equipped to handle the organization's needs. She had quite a bit of experience at her previous company and was eager to take on the task.
Although the organization used advanced technology for its business applications, HR was still using a basic payroll processing software program and Excel spreadsheets to track various categories of employee information, including personal data, benefits enrollments, performance evaluation schedules, and compensation. All payroll and benefit information was manually entered into these respective systems, and much of the information had to be entered into multiple spreadsheets when there was a change. The department could not keep up with the information needs—new hires were getting paid incorrectly, or not at all. Benefits enrollments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook, benefits binder, and orientation materials were in serious need of updating. In addition, the company had 16 open positions and stacks of resumes everywhere. It was no wonder that the HR administrator had decided to retire!
Julia Woodland spent long hours trying to determine what she could do to address the immediate and long.
Answer these essay questionsEssay #1 Case Study Echo El.docx
Answer these essay questions:
Essay #1:
Case Study: Echo Electronics
Paul Sanchez is the production manager for Echo Electronics, a small company that makes and distributes communications equipment. Paul’s direct subordinates are the supervisors of the four production departments in the company’s manufacturing plant. Six months ago, the engineering manager at Echo Electronics proposed a plan to install new computerized workstations to increase productivity in the plant. It seemed to be a good idea to Paul, and he welcomed the change. The CEO also approved the plan, and the new equipment was installed immediately.
Three months later, Paul was surprised and disappointed to find that the expected increase in productivity did not occur. In fact, productivity and quality actually decreased. The marketing manager told Paul that several of their best customers complained about receiving Echo equipment that was defective. Paul does not believe that the problem lies with the new workstations. Technicians from the firm that built the workstations recently checked them and found that they were operating properly. Paul talked to someone at another company that uses the workstations, and his contact reported that they were having great success with them.
When Paul discussed the problem with his four production supervisors, he found that they shared his concern but did not agree among themselves about the cause of the problem. Reasons given for the decline in performance included poor design of the workstations, inadequate training of the production workers who operate them, and lack of financial incentives for increasing productivity. The supervisors also told Paul that the production workers have strong feelings about the workstations. Morale declined, and two employees quit because they were upset about the changes made in the way the work is done.
This morning, Paul received a phone call from the CEO who just received the production figures for last month and was calling to express concern about them. The CEO indicated that the problem was Paul’s to solve, but he must take immediate steps to deal with it. The CEO wants to know by next week what steps Paul will take to reverse the decline in productivity and product quality.
Questions
What actions could Paul have taken to prevent the problem?
What steps should Paul take now to deal with the problem?
Essay #2:
Case Study: Alvis Corporation
Kathy McCarthy was the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. The workers are not unionized. After reading an article that stressed the benefits of participative management, Kathy believed that these benefits could be realized in her department if the workers were allowed to participate in making some decisions that affect them. Kathy selected two decisions for an experiment in participative management.
The first decision involved vacation schedules. Each summer the workers are given two weeks.
Friend 101APA 2 or more ref, answer all.A friend has approac.docx
Friend 101
APA 2 or more ref, answer all.
A friend has approached you with a business idea. She asks for your assistance with figuring out who might be willing to shop at the new business. The Bark and Brew is a coffee/tea shop similar to a Starbucks; however, there is a twist: dogs are welcome. The plan is to carry products that will cater to dogs as well as humans, including drinks and snacks. The intent is not compete with pet stores but to compete with coffee shops. Based on this business idea, consider how you would use marketing research and competitive analysis to assist your friend in determining its viability.
In the determination of opening the Bark and Brew Café, you decide to complete a competitor analysis. Would you use a product form or a product category competition analysis? Why? What would be the source of your information?
Include in your discussion post personal observations as well as concrete examples to support your views. Initial posts should be at least two paragraphs and include direct references to the readings and/or additional articles. Word choice and sentence structure should be suitable for professional level work, and all sources should have appropriate references and citations.
1
Mini Case Number 2
Due in the beginning of March 16th class
FIRE ME WHY DON’T YOU?
Please read the attached case and answer the following questions:
1. What are the main issues in this case?
2. Would you have let Paul go as he requested?
3. Why do you think Judy was reluctant to let Paul go?
4. Do you think improvements could have been made to the performance appraisal
process? Why or why not?
Your grade will depend on your understanding of the material presented in the case which will
be demonstrated by a thoughtful and complete response to each question. Please do not take
more than 3 pages to answer all three questions.
2
FIRE ME WHY DON’T YOU?
PROFILES
Paul Apel is the Second Shift Supervisor at Generations. He has been at the company for
four years now and was promoted from the rank and file after two years. Paul has
minimal experience as a supervisor and thus was afforded the opportunity to attend
numerous training and development programs. Paul’s mom, Grace Cotter also works at
Generations.
Grace Cotter, Paul’s Mom has been with Generations for 25 years. She is a Union Shop
Steward. Grace has always been a very dedicated employee and is competent in all of the
various operations that go into the production of the clothing lines Generations is famous
for.
Jim Bausch, the Production Manager of Generations, was formerly an Industrial
Engineer before he was promoted. Jim believes in mentoring and developing his
employees and is supportive of the many educational programs available for those who
want to move ahead in the company. Jim has a high level of trust in his supervisory staff.
Judy Donato is the Human Resource Manager of Gen ...
Ballard Integrated Managed Services, Inc., Part 2QNT351 Versi.docx
Ballard Integrated Managed Services, Inc., Part 2
QNT/351 Version 2
2
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 2
The initial survey effort led by Debbie Horner, HR manager of Ballard Integrated Managed Services, Inc. (BIMS), did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded awkwardly, likely affecting the response. Some of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results.
In hindsight, Debbie suggested that she should have pretested the sample instrument before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity, plus descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate.
Knowing that Barbara Tucker, general manager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved survey effort that was better planned and marketed. Although somewhat reluctant to authorize the effort for fear of creating more damage, Barbara approved the request. She felt the need to understand the current employee dissatisfaction and increased turnover rate was urgent and thus merited the continued effort.
Learning from the initial effort, Debbie designed another survey instrument. This time she circulated it among the senior management team, inviting each person to complete the survey, reading for comprehension and flow of the actual wording, as well as for completeness. A number of suggestions were made in terms of question phrasing as well as about adding new items. These ideas were incorporated into the survey design. The revised instrument was again circulated among the same group of senior managers. The group’s consensus was that the revised instrument was complete and ready to administer.
To ensure the instrument was easily understood from the employee perspective, Debbie solicited five craft workers to voluntarily pretest it as well. These five were all on noncritical medical leave, so they were able to comfortably conduct the review. Additionally, as they were currently on leave, none would be in the actual surveyed population when the study instrument was issued later that month. Each of the five had minor p ...
Helen Bowers was stumped. Sitting in her office at the plant, she po.pdf
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions
she had been facing for months: how to get her company’s employees to work harder and
produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away
unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into
a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing
machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants
scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake
had treated his employees like part of his family. In Helen’s view, however, he paid them more
than he had to, asked their advice far more often than he should have, and spent too much time
listening to their ideas and complaints. When Helen took over, she vowed to change how things
were done. In particular, she resolved to stop handling employees with kid gloves and to treat
them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She
wanted to meet the challenge of international competition. Japanese firms had moved
aggressively into the market for heavy industrial equipment. She saw this as both a threat and an
opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms,
Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract
more Japanese competitors. Helen had to make sure that Bowers could compete effectively with
highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her
goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line
supervisors to crack down on employees and eliminate all idle time. She also decided to shut
down the company softball field her father had built. She thought the employees really didn’t use
it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased
out. Employees were paid enough, she believed, and all profits were the rightful property of the
owner—her. She also had private plans to cut future pay increases to bring average wages down
to where she thought they belonged. Finally, Helen changed a number of operational procedures.
In particular, she stopped asking other people for their advice. She reasoned that she was the boss
and knew what was best. If she asked for advice and then didn’t take it, it would only stir up
resentment.
All in all, Helen thought, things should be going much better. Output should be up and costs
should be way down. Her strategy should be resulting in much higher levels of productivity and
profits.
.
Resource University of Phoenix Material Ballard Integrated.docx
Resource:
University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. (Down here)
Read
the University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. Your team acts as a consultant group that analyzes and interprets this second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and to create a model that predicts employee resignation.
Write 300-350 words On how you will increase senior management's understanding of the sources of employee dissatisfaction .
Ballard Integrated Managed Services, Inc.
,
Part
2
QNT/351 Version
4
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc.
,
Part
2
The initial survey effort led by Debbie Horner, HR
m
anager of
Ballard Integrated Managed Services, Inc. (BIMS)
, did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded
awkwardly
, likely
affecting
the response.
S
ome of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results.
In hindsight, Debbie suggested that she should have pretested the sample
instrument
before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity,
plu
s descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate.
Knowing that Barbara Tucker,
g
eneral
m
anager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved survey effort that was better planned and marketed.
Although
somewhat reluctant to authorize the effort for fear of creating more damage, Barbara approved the request. She felt the need to understand the current employee
dissatisfaction
and increased turnover rate was urgent and thus merited the continued effort.
Learning from the initial effort, Debbie
designed
another survey
instrument
. This time she circulated it among the senior management team, inviting each person to complete the survey, reading for comprehension and flow of the actual wording, as well as for completeness. A number of suggestions were made in terms of question phrasing as well as about adding new items. These ideas were incorporated into the sur.
Sullivan was general manager of the Plastics Division of Warner Manu.docx
Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that the b.
A Case Study AnalysisOrganizational Behavior (MGT 301)1. .docx
A Case Study Analysis:
Organizational Behavior (MGT 301)
1. First Assignment (Due Date-Week 6) (Maximum Marks 10)
Managing People and Organizations Case No- 1
Humanized Robots?
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view, however, he paid them more than he had to, asked their advice far more often than he should have, and spent too much time listening to their ideas and complaints. When Helen took over, she vowed to change how things were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial equipment. She saw this as both a threat and an opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms, Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Helen had to make sure that Bowers could compete effectively with highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built. She thought the employees really didn’t use it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased out. Employees were paid enough, she believed, and all profits were the rightful property of the owner—her. She also had private plans to cut future pay increases to bring average wages down to where she thought they belonged. Finally, Helen changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew what was best. If she asked for advice and then didn’t take it, it would only stir up resentment..
Gen Y Hacks and Workarounds
Millennials are not waiting for you to get your act together... If your processes and tools and communication are not simple and fast... They'll make them so, without you!
Ed Sullivan was general manager of the Plastics Division of Warner M.docx
Ed Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that th.
How To Address Toxic Employees
A clear disconnect is occurring at organizations across the U.S. when it comes to employee satisfaction, according to a new study released by Fierce, Inc., leadership development and training experts. The survey found that four out of five employees believe a toxic employee is extremely debilitating to team morale, while the same number agreed that their organizations are somewhat or extremely tolerant of these individuals
I please need a Harvard business case analysis that identifies the .pdf
I please need a Harvard business case analysis that identifies the symptoms indicating that
problems exist in this case, diagnoses the problems in this case using organizational behavior
concepts. (for example "escalation of commitment"), and recommends solutions. Thank you!!
Final Case - Going To The X-treme, beginning on page 573, McShane, Steven. Organizational
Behavior: Emerging Knowledge. Global Reality
CASE 2: GOING TO THE X-STREAM By Roy Smollan, Auckland University of Technology,
New Zealand Gil Reihana was the chief executive officer of X-Stream, a company he launched
in Auckland, New Zealand, six years ago at the age of 25, after graduating with a bachelors
degree in information technology and management. He had inherited $300,000 and had
persuaded various family members to invest additional money. X-Stream assembled Page A-
3personal computers for the New Zealand and Australian markets and sold them through a
number of chain stores and independent retailers. The company had soon established a reputation
for quality hardware, customized products, excellent delivery times and after-sales service. Six
months ago it had started a software division, specializing in webpage design and consulting on
various applications for the development of electronic business. Gil was driven by a desire to
succeed. He had started working part-time at an electronics retailer at age 16 and in his spare
time took apart old computers in his garage to see how they were made. He was extroverted,
energetic, and enthusiastic, often arriving at work by 5 a.m. and seldom leaving before 7 p.m. He
felt that work should be challenging but fun too. He had initially picked a young senior
management team that he thought shared his outlook. A casual, almost irreverent atmosphere
developed. However, a poorly organized accounting department led to the replacement of the
first accountant after two years. Gil believed that major decisions should be made by consensus
and that individuals should then be empowered to implement these decisions in their own way.
In the beginning he had met with each staff member in January to discuss with them how happy
they were in their jobs, what their ambitions were, and what plans they would like to make for
the coming year in terms of their own professional development. These one-on-one meetings
became more difficult as the company grew, so senior management team members were
eventually delegated the task of conducting reviews with their own staff. However, Gil was
unsure whether every manager was actually performing the reviews or how well they were
working. Now he tried to keep in touch with staff by having lunch with them in the cafeteria
occasionally. Denise Commins (affectionately known to all staff as Dot Com) was the chief
financial officer. She and Gil could not be more different. Denise was quiet, methodical, and
very patient. Her superb interpersonal skills complemented a highly analytical mind. At 55, she
was considerably older.
Optimize Your Onboarding Process With Workflow Automation (+ Free Template!)
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Answer the questions at the end of the reading.APA formatC.docx
Answer the questions at the end of the reading.
APA format
Cite Sources
Donna Burke was a systems engineer at Southwest Engineering Services for five years when she was invited to participate in a project to develop a new type of software for the company. The project director was Ron Morrison, who had a reputation as a software whiz and rising star in the company. Donna was not sure why she was invited to work on this project, but she was very excited about it. She understood that the work would be important, and she knew that a successful project would also provide a big boost for her career in the company.
Ron called a meeting the first day for the 12 people invited to be part of the project team. After introducing himself, Ron gave a short welcoming speech to the group. “All of you are here today because you have special skills that are essential for the success of this project. Each of you was recommended by your boss, and only the most qualified people in the company were invited to participate. As you know, the volume of business handled by Southwest Engineering has been growing steadily. The company needs a better type of decision support system for managing engineering projects in a way that will guarantee quality while keeping costs low. Southwest Engineering faces an increasingly competitive market, and this decision support system is essential for the company to remain profitable. Our objective is to develop a new and innovative system that is better than anything else currently available. It is an extremely challenging assignment, but I believe we can pull it off if we have total commitment by every member of the team. If you are going to be part of this team, the project must take priority over everything else in your life for the next nine months. We will be working long days and even many weekends. If anyone has reservations about making a total commitment, there is still time to withdraw from the team. Please let me know your decision by 9:00 a.m. tomorrow.” The next day, Donna and 10 other employees joined the team. The one person who declined to join had family health problems that would prevent him from working extra hours on the project.
As the team plunged into the project, the work was even more intense than Donna had expected. On weekdays it was common to order in food and work late into the evening. Working Saturday mornings was taken for granted, and the team would often go to lunch together after finishing work on Saturdays. Ron had an attitude of enthusiasm and optimism that was contagious, and before long even the most cynical and unemotional member of the team was caught up in the excitement. Despite the long hours, the work was exhilarating because everyone knew that they were part of something that would change the way things are done in the company.
Ron provided a clear picture of the specifications necessary for the new system, and this picture was important for guiding the work of team members and .
Theory 1- Employee Involvement ModelBasically- this model is a pre-ste.docx
Theory 1: Employee Involvement Model Basically, this model is a pre-step and the foundation for a rational decision making model (our second theory). The outcome of this model will be input into the first step in a rational decision making model (this part got wrong, the second part would also be wrong from the very beginning).
1. Preparation: Introduce more perspectives on problems as much as possible, for a more thorough picture on the issues.
2. Incubation: Brain-storming. Identify abundant potential problems. 3. Illumination: A long journey and a lot of effort in order to accurately define the
problem. 4. Verification: Eventually, successfully define the actual problem in urgency. Also to
review other potential problems.
Problematic Decision 2: Re-Evaluation. According to the rational decision making model, the company’s decision on re-evaluating George’s performance is problematic. Step 1: Problem identification - Again, the company lacks an accurate understanding of their actual office culture. The cause for George’s poor performance and his failure in meeting the expectation is the actual problem to be solved, not his performance itself.
Step 2: Choose the best decision making process - For the re-evaluation decision, the company chooses the wrong decision making model, which involves only the perspectives and opinions from the leaders and managers.
Step 3: Discover & Develop potential choices - If the company performs step 3 correctly, they should have a deep conversation with George, and ask his colleagues’ opinion, the company would have a better picture on George’s performance, and the mistake in Step 2 could be revised. Unfortunately, they didn’t.
Step 6: Post-Evaluation to Decision - The post-evaluation or an introspection is missing, which makes the decisions as whatever the decision makers say so. Even if the decision is wrong, it would never meet a correction.
Motivation
1. What causes George’s dissatisfaction? What does he want? What does the company offer?
The reason for George's dissatisfaction was that the company did not give George what it had promised him before he started.
When George started, he found it difficult to communicate with his colleagues and express his ideas. A colleague, Harry, told him it was better to do nothing and to listen and follow the team. And George found Harry's threatening behavior to other colleagues, which made him very depressed.
Then, the report George had worked so hard on was completely dismissed by his manager, Janet. His ideas were not taken seriously. Finally, at the review meeting, George was not given the expected access to the bonus system and was told to work for another three months.
Overall, George entered a company with the ambition and expectation of a work-life balance, a harmonious and relaxed work environment where he could be creative and his colleagues would be supportive and cooperative. He wanted to be listened to and recognized in the workplace and encour.
MGMT 3720 – Organizational BehaviorEXAM 3(CH. 9, 10, 11, & 12).docx
MGMT 3720 – Organizational Behavior EXAM 3
(CH. 9, 10, 11, & 12)
Question 1
1.
While discussing their marketing campaign for a new product, the members of the cross-functional team responsible for Carver Inc. realized that a couple of changes relating to their prior plan would be beneficial. The offer of a franchising that had earlier been brushed off by the company head was discussed thoroughly and it was decided that it would be implemented on a trial basis initially, and on full scale if found to work well. From the information provided, it can be concluded that this cross-functional team has a high degree of ________.
Answer
reflexivity
uncertainty
diversity
conformity
demography
Question 2
1.
Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with the sales team, Max impressed upon his team that work performance is the only criterion he would use to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra hours. He also gave very clear instructions to each member regarding their job responsibilities and continually verified if they were meeting their targets. Which of the following, if true, would weaken Max's approach?
Answer
Sales figures for the region that Max's team is responsible for have improved in the last quarter.
Max is leading many new employees who have joined his team directly after training.
Max's sales team is comprised of independent and experienced employees who are committed to their jobs.
Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings.
Max's team does not display high levels of cohesiveness and members fail to coordinate with each other.
Question 3
1.
Which of the following statements is true regarding the effect of group cohesiveness and performance norms on group productivity?
Answer
When both cohesiveness and performance norms are high, productivity will be high.
The productivity of the group is affected by the performance norms but not by the cohesiveness of the group.
If cohesiveness is high and performance norms are low, productivity will be high.
When cohesiveness is low and performance norms are also low, productivity will be high.
If cohesiveness is low and performance norms are high, productivity will be low.
Question 4
1.
Neutralizers make it impossible for leader behavior to make any difference to follower outcomes.
Answer
True
False
Question 5
1.
Communication includes both the transfer and the understanding of meaning.
Answer
True
False
Question 6
1.
According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience.
Answer
True
False
Question 7
1.
Before buying her new phone, Gina listed the various requirements her new phone must meet. As a wedding planner, much of her work revolved around usin ...
HR Technology Influencer eBook
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Culture and leadership nudges
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
BSL 4000, Managing Diversity in Organizations 1 Course Lea
BSL 4000, Managing Diversity in Organizations 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
5. Examine workplace diversity data.
5.1 Analyze the demographics of gender in the workplace regarding position, pay, and
expectations.
5.2 Explain the advantages and disadvantages of flexible schedules and work responsibilities.
5.3 Explain work-life balance as it relates to achieving greater results for the organization.
7. Discuss the effects of employer-provided child and elder care on employee satisfaction and turnover.
7.1 Determine the potential human resources benefits of offering child and elder care in an
organization.
Course/Unit
Learning Outcomes
Learning Activity
5.1
Unit Lesson
Chapters 9 and 10
Unit V Project
5.2
Unit Lesson
Chapter 10
Unit V Project
5.3
Unit Lesson
Chapters 9 and 10
Unit V Project
7.1
Unit Lesson
Chapter 10
Unit V Project
Reading Assignment
Chapter 9: Sex and Gender, pp. 249-276
Chapter 10: Work and Family, pp. 285-304
Unit Lesson
Sam, the Human Resources Director, has placed an ad in local social media and on the company website for
two project managers. She has received several applications. After reviewing many resumes, she has
narrowed the choices to five applicants to interview. She sets up the individual interviews.
McGuire Consulting provides contracting services in business consulting, finances, and technology. The firm
was started 60 years ago by the father of the current president of the company. Several of the family
members work in the firm, and some family issues carry over into the business.
Pat is a 38-year-old veteran with 20 years of service working as a signals operator. He completed his Master
of Business Administration (MBA) degree with a Management of Information Systems concentration. He is
looking to transition to the private sector as a project manager. He holds a certification from the Project
Management Institute. He has no prior project management experience in the private sector. He retired as a
noncommissioned officer. He is applying for a project manager position working on a large office rollout for
UNIT V STUDY GUIDE
Gender and Work-Life Balance
BSL 4000, Managing Diversity in Organizations 2
UNIT x STUDY GUIDE
Title
the new office of a premier client. Pat would be answering to the director of technology projects: the brother-
in-law of McGuire’s president.
Savannah has applied for a project manager position as part of a systems administration project. She has
her MBA in Project Management with a Bachelor of Arts in Computer Science and Math. She chose to leave
her old employer of 10 years as a project lead, primarily running a call center for trouble tickets within the
organization. She is returning to the workforce in a paid position after taking six years off to raise her
children, who are now in preschool and first grade. She is nervous about being gone a ...
Write a 10 page Case study with the below instructions.Body (.docx
Write a 10 page Case study with the below instructions.
Body: (Label headings according to subject/content)
Identify problems, issues, variables, and relationships related to the case
Discuss problems and List symptoms
Isolate critical issues
Conduct SWOT analysis and discuss the components
Strengths
Weaknesses
Opportunities
Threats
.
write a 1.5 – two-page paper to reflect on that week’s material .docx
write a 1.5 – two-page paper to reflect on that week’s material to discuss questions that arose, and critique.
week’s material
White supremacy, Racism and Racial Formations
o Harris, C. I. (1993). Whiteness as property. Harvard Law Review, 106(8), 1707-1791.
o Wells, Ida B. (1900). Lynch Law in America. Re-published in Blackpast, Jul. 11, 2010.
o Tuck, E., & Yang, K. W. (2012). Decolonization is not a metaphor. Decolonization: Indigeneity, education & society, 1(1).
.
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Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that the b.
A Case Study AnalysisOrganizational Behavior (MGT 301)1. .docx
A Case Study Analysis:
Organizational Behavior (MGT 301)
1. First Assignment (Due Date-Week 6) (Maximum Marks 10)
Managing People and Organizations Case No- 1
Humanized Robots?
Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didn’t seem to help much.
Helen had inherited the business three years ago when her father, Jake Bowers, passed away unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants scattered throughout Missouri.
Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view, however, he paid them more than he had to, asked their advice far more often than he should have, and spent too much time listening to their ideas and complaints. When Helen took over, she vowed to change how things were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help.
In addition to changing the way employees were treated, Helen had another goal for Bowers. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial equipment. She saw this as both a threat and an opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms, Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Helen had to make sure that Bowers could compete effectively with highly productive and profitable Japanese firms.
From the day Helen took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built. She thought the employees really didn’t use it much, and she wanted the space for future expansion.
Helen also announced that future contributions to the firm’s profit-sharing plan would be phased out. Employees were paid enough, she believed, and all profits were the rightful property of the owner—her. She also had private plans to cut future pay increases to bring average wages down to where she thought they belonged. Finally, Helen changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew what was best. If she asked for advice and then didn’t take it, it would only stir up resentment..
Gen Y Hacks and Workarounds
Millennials are not waiting for you to get your act together... If your processes and tools and communication are not simple and fast... They'll make them so, without you!
Ed Sullivan was general manager of the Plastics Division of Warner M.docx
Ed Sullivan was general manager of the Plastics Division of Warner Manufacturing Company. Eleven years ago, Ed hired Russell (Rusty) Means as a general manager of the Plastics Division’s two factories. Ed trained Rusty as a manager and thinks Rusty is a good manager, an opinion based largely on the fact that products are produced on schedule and are of such quality that few customers com-plain. In fact, for the past eight years, Ed has pretty much let Rusty run the factories independently. Rusty believes strongly that his job is to see that production runs smoothly. He feels that work is work. Sometimes it is agreeable, sometimes disagreeable. If an employee doesn’t like the work, he or she can either adjust or quit. Rusty, say the factory personnel, “runs things. He’s firm and doesn’t stand for any nonsense. Things are done by the book, or they are not done at all.” The turnover in the factories is low; nearly every em-ployee likes Rusty and believes that he knows his trade and that he stands up for them. Two months ago, Ed Sullivan retired and his replace-ment, Wallace Thomas, took over as general manager of the Plastics Division. One of the first things Thomas did was call his key management people together and an-nounce some major changes he wanted to implement. These included (1) bring the operative employees into the decision-making process; (2) establish a planning com-mittee made up of three management members and three operative employees; (3) start a suggestion system; and (4) as quickly as possible, install a performance appraisal program agreeable to both management and the opera-tive employees. Wallace also stated he would be active in seeing that these projects would be implemented without delay. After the meeting, Rusty was upset and decided to talk to Robert Mitchell, general manager of sales for the Plastics Division. Rusty: Wallace is really going to change things, isn’t he? Robert: Yeah, maybe it’s for the best. Things were a little lax under Ed. Rusty: I liked them that way. Ed let you run your own shop. I’m afraid Wallace is going to be looking over my shoulder every minute. Robert: Well, let’s give him a chance. After all, some of the changes he’s proposing sound good. Rusty: Well, I can tell you our employees won’t like them. Having them participate in making deci- sions and those other things are just fancy man- agement stuff that won’t work with our employees.
Questions
1. What different styles of leadership are shown in this case?
2. What style of leadership do you think Wallace will have to use with Rusty?
3. Do you agree with Rusty? Why or why not?
4. If “products are produced on schedule and of such quality that few customers complain,” why should there be any changes?
B.
On a Monday morning, April 28, George Smith was given the news that effective May 1, he would receive a raise of 13 percent. This raise came two months before his sched-uled performance appraisal. His manager, Tom Weeks, in-formed him that th.
How To Address Toxic Employees
A clear disconnect is occurring at organizations across the U.S. when it comes to employee satisfaction, according to a new study released by Fierce, Inc., leadership development and training experts. The survey found that four out of five employees believe a toxic employee is extremely debilitating to team morale, while the same number agreed that their organizations are somewhat or extremely tolerant of these individuals
I please need a Harvard business case analysis that identifies the .pdf
I please need a Harvard business case analysis that identifies the symptoms indicating that
problems exist in this case, diagnoses the problems in this case using organizational behavior
concepts. (for example "escalation of commitment"), and recommends solutions. Thank you!!
Final Case - Going To The X-treme, beginning on page 573, McShane, Steven. Organizational
Behavior: Emerging Knowledge. Global Reality
CASE 2: GOING TO THE X-STREAM By Roy Smollan, Auckland University of Technology,
New Zealand Gil Reihana was the chief executive officer of X-Stream, a company he launched
in Auckland, New Zealand, six years ago at the age of 25, after graduating with a bachelors
degree in information technology and management. He had inherited $300,000 and had
persuaded various family members to invest additional money. X-Stream assembled Page A-
3personal computers for the New Zealand and Australian markets and sold them through a
number of chain stores and independent retailers. The company had soon established a reputation
for quality hardware, customized products, excellent delivery times and after-sales service. Six
months ago it had started a software division, specializing in webpage design and consulting on
various applications for the development of electronic business. Gil was driven by a desire to
succeed. He had started working part-time at an electronics retailer at age 16 and in his spare
time took apart old computers in his garage to see how they were made. He was extroverted,
energetic, and enthusiastic, often arriving at work by 5 a.m. and seldom leaving before 7 p.m. He
felt that work should be challenging but fun too. He had initially picked a young senior
management team that he thought shared his outlook. A casual, almost irreverent atmosphere
developed. However, a poorly organized accounting department led to the replacement of the
first accountant after two years. Gil believed that major decisions should be made by consensus
and that individuals should then be empowered to implement these decisions in their own way.
In the beginning he had met with each staff member in January to discuss with them how happy
they were in their jobs, what their ambitions were, and what plans they would like to make for
the coming year in terms of their own professional development. These one-on-one meetings
became more difficult as the company grew, so senior management team members were
eventually delegated the task of conducting reviews with their own staff. However, Gil was
unsure whether every manager was actually performing the reviews or how well they were
working. Now he tried to keep in touch with staff by having lunch with them in the cafeteria
occasionally. Denise Commins (affectionately known to all staff as Dot Com) was the chief
financial officer. She and Gil could not be more different. Denise was quiet, methodical, and
very patient. Her superb interpersonal skills complemented a highly analytical mind. At 55, she
was considerably older.
Optimize Your Onboarding Process With Workflow Automation (+ Free Template!)
How do you get your new hire up-to-speed as fast as possible when you don’t have any standardized structure for doing that? Build one.
Answer the questions at the end of the reading.APA formatC.docx
Answer the questions at the end of the reading.
APA format
Cite Sources
Donna Burke was a systems engineer at Southwest Engineering Services for five years when she was invited to participate in a project to develop a new type of software for the company. The project director was Ron Morrison, who had a reputation as a software whiz and rising star in the company. Donna was not sure why she was invited to work on this project, but she was very excited about it. She understood that the work would be important, and she knew that a successful project would also provide a big boost for her career in the company.
Ron called a meeting the first day for the 12 people invited to be part of the project team. After introducing himself, Ron gave a short welcoming speech to the group. “All of you are here today because you have special skills that are essential for the success of this project. Each of you was recommended by your boss, and only the most qualified people in the company were invited to participate. As you know, the volume of business handled by Southwest Engineering has been growing steadily. The company needs a better type of decision support system for managing engineering projects in a way that will guarantee quality while keeping costs low. Southwest Engineering faces an increasingly competitive market, and this decision support system is essential for the company to remain profitable. Our objective is to develop a new and innovative system that is better than anything else currently available. It is an extremely challenging assignment, but I believe we can pull it off if we have total commitment by every member of the team. If you are going to be part of this team, the project must take priority over everything else in your life for the next nine months. We will be working long days and even many weekends. If anyone has reservations about making a total commitment, there is still time to withdraw from the team. Please let me know your decision by 9:00 a.m. tomorrow.” The next day, Donna and 10 other employees joined the team. The one person who declined to join had family health problems that would prevent him from working extra hours on the project.
As the team plunged into the project, the work was even more intense than Donna had expected. On weekdays it was common to order in food and work late into the evening. Working Saturday mornings was taken for granted, and the team would often go to lunch together after finishing work on Saturdays. Ron had an attitude of enthusiasm and optimism that was contagious, and before long even the most cynical and unemotional member of the team was caught up in the excitement. Despite the long hours, the work was exhilarating because everyone knew that they were part of something that would change the way things are done in the company.
Ron provided a clear picture of the specifications necessary for the new system, and this picture was important for guiding the work of team members and .
Theory 1- Employee Involvement ModelBasically- this model is a pre-ste.docx
Theory 1: Employee Involvement Model Basically, this model is a pre-step and the foundation for a rational decision making model (our second theory). The outcome of this model will be input into the first step in a rational decision making model (this part got wrong, the second part would also be wrong from the very beginning).
1. Preparation: Introduce more perspectives on problems as much as possible, for a more thorough picture on the issues.
2. Incubation: Brain-storming. Identify abundant potential problems. 3. Illumination: A long journey and a lot of effort in order to accurately define the
problem. 4. Verification: Eventually, successfully define the actual problem in urgency. Also to
review other potential problems.
Problematic Decision 2: Re-Evaluation. According to the rational decision making model, the company’s decision on re-evaluating George’s performance is problematic. Step 1: Problem identification - Again, the company lacks an accurate understanding of their actual office culture. The cause for George’s poor performance and his failure in meeting the expectation is the actual problem to be solved, not his performance itself.
Step 2: Choose the best decision making process - For the re-evaluation decision, the company chooses the wrong decision making model, which involves only the perspectives and opinions from the leaders and managers.
Step 3: Discover & Develop potential choices - If the company performs step 3 correctly, they should have a deep conversation with George, and ask his colleagues’ opinion, the company would have a better picture on George’s performance, and the mistake in Step 2 could be revised. Unfortunately, they didn’t.
Step 6: Post-Evaluation to Decision - The post-evaluation or an introspection is missing, which makes the decisions as whatever the decision makers say so. Even if the decision is wrong, it would never meet a correction.
Motivation
1. What causes George’s dissatisfaction? What does he want? What does the company offer?
The reason for George's dissatisfaction was that the company did not give George what it had promised him before he started.
When George started, he found it difficult to communicate with his colleagues and express his ideas. A colleague, Harry, told him it was better to do nothing and to listen and follow the team. And George found Harry's threatening behavior to other colleagues, which made him very depressed.
Then, the report George had worked so hard on was completely dismissed by his manager, Janet. His ideas were not taken seriously. Finally, at the review meeting, George was not given the expected access to the bonus system and was told to work for another three months.
Overall, George entered a company with the ambition and expectation of a work-life balance, a harmonious and relaxed work environment where he could be creative and his colleagues would be supportive and cooperative. He wanted to be listened to and recognized in the workplace and encour.
MGMT 3720 – Organizational BehaviorEXAM 3(CH. 9, 10, 11, & 12).docx
MGMT 3720 – Organizational Behavior EXAM 3
(CH. 9, 10, 11, & 12)
Question 1
1.
While discussing their marketing campaign for a new product, the members of the cross-functional team responsible for Carver Inc. realized that a couple of changes relating to their prior plan would be beneficial. The offer of a franchising that had earlier been brushed off by the company head was discussed thoroughly and it was decided that it would be implemented on a trial basis initially, and on full scale if found to work well. From the information provided, it can be concluded that this cross-functional team has a high degree of ________.
Answer
reflexivity
uncertainty
diversity
conformity
demography
Question 2
1.
Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with the sales team, Max impressed upon his team that work performance is the only criterion he would use to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra hours. He also gave very clear instructions to each member regarding their job responsibilities and continually verified if they were meeting their targets. Which of the following, if true, would weaken Max's approach?
Answer
Sales figures for the region that Max's team is responsible for have improved in the last quarter.
Max is leading many new employees who have joined his team directly after training.
Max's sales team is comprised of independent and experienced employees who are committed to their jobs.
Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings.
Max's team does not display high levels of cohesiveness and members fail to coordinate with each other.
Question 3
1.
Which of the following statements is true regarding the effect of group cohesiveness and performance norms on group productivity?
Answer
When both cohesiveness and performance norms are high, productivity will be high.
The productivity of the group is affected by the performance norms but not by the cohesiveness of the group.
If cohesiveness is high and performance norms are low, productivity will be high.
When cohesiveness is low and performance norms are also low, productivity will be high.
If cohesiveness is low and performance norms are high, productivity will be low.
Question 4
1.
Neutralizers make it impossible for leader behavior to make any difference to follower outcomes.
Answer
True
False
Question 5
1.
Communication includes both the transfer and the understanding of meaning.
Answer
True
False
Question 6
1.
According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience.
Answer
True
False
Question 7
1.
Before buying her new phone, Gina listed the various requirements her new phone must meet. As a wedding planner, much of her work revolved around usin ...
HR Technology Influencer eBook
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Culture and leadership nudges
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
BSL 4000, Managing Diversity in Organizations 1 Course Lea
BSL 4000, Managing Diversity in Organizations 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
5. Examine workplace diversity data.
5.1 Analyze the demographics of gender in the workplace regarding position, pay, and
expectations.
5.2 Explain the advantages and disadvantages of flexible schedules and work responsibilities.
5.3 Explain work-life balance as it relates to achieving greater results for the organization.
7. Discuss the effects of employer-provided child and elder care on employee satisfaction and turnover.
7.1 Determine the potential human resources benefits of offering child and elder care in an
organization.
Course/Unit
Learning Outcomes
Learning Activity
5.1
Unit Lesson
Chapters 9 and 10
Unit V Project
5.2
Unit Lesson
Chapter 10
Unit V Project
5.3
Unit Lesson
Chapters 9 and 10
Unit V Project
7.1
Unit Lesson
Chapter 10
Unit V Project
Reading Assignment
Chapter 9: Sex and Gender, pp. 249-276
Chapter 10: Work and Family, pp. 285-304
Unit Lesson
Sam, the Human Resources Director, has placed an ad in local social media and on the company website for
two project managers. She has received several applications. After reviewing many resumes, she has
narrowed the choices to five applicants to interview. She sets up the individual interviews.
McGuire Consulting provides contracting services in business consulting, finances, and technology. The firm
was started 60 years ago by the father of the current president of the company. Several of the family
members work in the firm, and some family issues carry over into the business.
Pat is a 38-year-old veteran with 20 years of service working as a signals operator. He completed his Master
of Business Administration (MBA) degree with a Management of Information Systems concentration. He is
looking to transition to the private sector as a project manager. He holds a certification from the Project
Management Institute. He has no prior project management experience in the private sector. He retired as a
noncommissioned officer. He is applying for a project manager position working on a large office rollout for
UNIT V STUDY GUIDE
Gender and Work-Life Balance
BSL 4000, Managing Diversity in Organizations 2
UNIT x STUDY GUIDE
Title
the new office of a premier client. Pat would be answering to the director of technology projects: the brother-
in-law of McGuire’s president.
Savannah has applied for a project manager position as part of a systems administration project. She has
her MBA in Project Management with a Bachelor of Arts in Computer Science and Math. She chose to leave
her old employer of 10 years as a project lead, primarily running a call center for trouble tickets within the
organization. She is returning to the workforce in a paid position after taking six years off to raise her
children, who are now in preschool and first grade. She is nervous about being gone a ...
Similar to Joe is the Vice-President of Hyperlink Systems. His plant produces.docx (20)
Sullivan was general manager of the Plastics Division of Warner Manu.docx
Sullivan was general manager of the Plastics Division of Warner Manu.docx
A Case Study AnalysisOrganizational Behavior (MGT 301)1. .docx
A Case Study AnalysisOrganizational Behavior (MGT 301)1. .docx
Ed Sullivan was general manager of the Plastics Division of Warner M.docx
Ed Sullivan was general manager of the Plastics Division of Warner M.docx
I please need a Harvard business case analysis that identifies the .pdf
I please need a Harvard business case analysis that identifies the .pdf
Optimize Your Onboarding Process With Workflow Automation (+ Free Template!)
Optimize Your Onboarding Process With Workflow Automation (+ Free Template!)
Answer the questions at the end of the reading.APA formatC.docx
Answer the questions at the end of the reading.APA formatC.docx
Theory 1- Employee Involvement ModelBasically- this model is a pre-ste.docx
Theory 1- Employee Involvement ModelBasically- this model is a pre-ste.docx
MGMT 3720 – Organizational BehaviorEXAM 3(CH. 9, 10, 11, & 12).docx
MGMT 3720 – Organizational BehaviorEXAM 3(CH. 9, 10, 11, & 12).docx
BSL 4000, Managing Diversity in Organizations 1 Course Lea
BSL 4000, Managing Diversity in Organizations 1 Course Lea
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Write a 1- to 2-page paper or create a 6- to 8-slide presentation with visuals and speaker notes about how you are connected to the physical-network layer of the cyber domain. Identify the devices in your home that are connected to a network, such as your phone, computers, or other networked devices. Explain how those devices are connected to a larger network, such as a cellular provider or ISP. Discuss at least 3 threats to you and your connected networks. Format any references according to APA guidelines.
Typical devices I have connected to my house are as follows:
Modem from ISP (Wave)
Orbi Router - plus 2 satellites
5 laptops
2 smart TV's
14 FEIT Smart dimmable light switches
4 FEIT/Wemo smart plugs
5 Alexa's
Garage Opener unit
1 networked printer
Dual Microwave/Oven smart appliance
2 Roomba Vacuum Cleaners
Honeywell Thermostat
.
Write a 1,750- to 2,100-word paper describing how verbal and nonve.docx
Write
a 1,750- to 2,100-word paper describing how verbal and nonverbal communication can affect communication in the following areas:
Police situations (public announcement to the press)
Courtroom setting (testifying)
Corrections facility (employees, peers, inmates)
Juvenile facility (employees, peers, inmates)
Identify
one communication guideline or preferred practice for each area.
Include
one to three references to support your findings.
Format
your paper consistent with APA guidelines.
.
Write a 1- to 2-page paper or create a 6- to 8-slide presentati.docx
Write a 1- to 2-page paper or create a 6- to 8-slide presentation with visuals and speaker notes about how you are connected to the physical-network layer of the cyber domain. Identify the devices in your home that are connected to a network, such as your phone, computers, or other networked devices. Explain how those devices are connected to a larger network, such as a cellular provider or ISP. Discuss at least 3 threats to you and your connected networks. Format any references according to APA guidelines.
Typical devices I have connected to my house are as follows:
Modem from ISP (Wave)
Orbi Router - plus 2 satellites
5 laptops
2 smart TV's
14 FEIT Smart dimmable light switches
4 FEIT/Wemo smart plugs
5 Alexa's
Garage Opener unit
1 networked printer
Dual Microwave/Oven smart appliance
2 Roomba Vacuum Cleaners
Honeywell Thermostat
.
Write a 1,800 word coherent essay that examines women’s stru.docx
Write a 1,800 word coherent essay that examines women’s struggles for workplace equality from the 1940s through the 1970s. What were the various forms of sex-based discrimination that working women encountered during this period? What strategies and tactics did women use in their fight for equal employment opportunity? How successful were they? What obstacles did these women encounter? What were the broader social and political consequences of their efforts?
.
Write a 1,400- to 1,750-word paper that discusses future trends in.docx
Write
a 1,400- to 1,750-word paper that discusses future trends in health care.
Include
an assessment of how the Internet, or any other form of electronic communication, may be used as an external delivery source in communicating patient-specific information.
Address
the impact of distance delivery on health care.
Consider
the use of e-mail, telemedicine, and the electronic transfer of records.
Share
your assessment of how these issues impact health care today and how they might impact health care 5 years from now.
Use
a minimum of three peer reviewed references, in APA, format, in addition to the textbooks for the course that directly support your analysis.
Format
your paper consistent with APA guidelines.
.
Write a 1,400- to 1,750-word paper that examines the influences of.docx
Write a 1,400- to 1,750-word paper that examines the influences of traits—such as trait theory—and biology—such as temperament—on personality development.
Answer the following questions in your paper:
•How does the gene-environment interaction influence personality?
•Is culture a factor in personality expression?
•What do twin studies show us about the inheritability of personality?
•What characteristics of temperament are stable over time and contribute to our adult personality?
•Are specific characteristics consistent over situation and over time?
Include an explanation of how the following personality models may be adapted to account for variation in the personal, societal, and cultural factors discussed in your paper:
•Biological model
•Five-factor trait theory
•Temperament model of personality
Use proper in-text citation and APA format.
.
Write a 1,500-1,900-word double-spaced essay on one of the following.docx
Write a 1,500-1,900-word double-spaced essay on one of the following options and make sure to
answer all parts of the question
:
Beginning with thinkers such as Thomas Hobbes, modern political and social thought has been preoccupied with the problems of material existence, from the struggle for mere survival to the pursuit of earthly comforts. This is perhaps most evident in the primacy accorded to
property
in explaining and justifying political relations.
Compare and contrast the ways that John Locke, Jean-Jacques Rousseau, and Karl Marx understand the role of property in explaining politics. In particular, discuss how each thinker uses the concept of property to explain 1) various forms of inequality, 2) the sources of conflict in society, and 3) the main purposes or aims of government (legitimate or not).
The problem of
violence
is a pervasive theme in modern political thought. Even though most political thinkers seek to minimize if not eliminate violence in politics, some political thinkers do advocate the use of violence under certain conditions. How do John Locke and Karl Marx view the role of violence in politics?
In answering this question, 1) discuss how Locke and Marx describe the various
sources
of violence in politics (whether legitimate or not), 2) explain how they think that violence contributes to
political
change
, and 3) explain under what conditions, if any, they think the use of violence is
justified
.
One of the most vexing issues in political thought concerns the problem of political
obligation
. Specifically, political thinkers have puzzled over how easily the “many” are governed by the “few.” What explanations have modern thinkers given for why it is so easy for the few to rule the many? Answer this question with reference to at least two of the following thinkers: John Locke, Jean-Jacques Rousseau, and Karl Marx.
.
Write a 1,400- to 1,750-word paper in which you describe the key e.docx
Write
a 1,400- to 1,750-word paper in which you describe the key elements of the rights guaranteed by the Fourth, Fifth and Sixth Amendments and their impact on criminal procedure by the courts and police officers.
Include
an explanation of how the Bill of Rights applies to the states via the Fourteenth Amendment.
Format
your paper consistent with APA guidelines.
.
Write a 1,250-1,500-word paper analyzing concepts of contemporary .docx
Write a 1,250-1,500-word paper analyzing concepts of contemporary financial management within the context of today's economic conditions and the increased occurrences of corporate restructuring.
Research financial management and corporate restructuring. Use a minimum of three articles to support your analysis. When researching, focus on articles which discuss real-world cases that exemplify the essence of each required component below and how they can or may have contributed to a corporate restructuring.
Your analysis should include a discussion of the following:
The roles and objectives of financial management.
The significance of evaluating financial performance, financial planning, and forecasting, and examples of how each can be carried out.
Current conditions of fixed income and common stock securities and how these conditions impact financial management.
Risk and return and its role in financial management.
The main objectives of
a firm or and individual should never invest there capital without ensuring that their assets. A company or and individual should invest there capital in a way that their assets will obtain an income of money before the liabilities demand an expense.
Liquidity is important to firms, to ensure they are capable of maintaining an adequate and regular amount of funds.
Capital budgeting is to insure that a firm is utilizing funds properly and to the best judgments while increasing the capacity of an enterprise.
Capital structure management is in place to ensure that proper decision making is being practiced and that funding is allocated properly. Risk management is also important which includes the management of interest rates, financial, market prices, exchange rates, and credit management.
It is important to have financial control of a firm and exercise the control of finances.
The main roles of a firm are important to achieve the main goal of profitability for stakeholders and the firm. The
upper level executives of a firm are given specific roles for different business units in an organization in order to have
involvement of best practice in reporting, financial management and financial governance.
For a company to be successful and legal, executives must perform
adequate planning and budgeting to point out the liquidity slack and liquidity surplus periods.
Its important for a firm to balance priorities within a budget and is responsible for the financial projections of the firm.
An executive must know and understand how much a product is expected to cost and how much revenue it is expected to earn so that the executive can invest the appropriate amount in the product.
While staying legal and ensuring the companies profitability, there are many risks to take in consideration. While playing out the duties as an executive it is important to manage risk throughout the company's balance sheet while providing robust advice on improving the performance of assets.
In conclusion, there is a lot t.
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- 1. Joe is the Vice-President of Hyperlink Systems. His plant produces circuit boards that are used in Nokia cell phones and IBM computers. Hyperlink is caught in a competitive pricing squeeze, so he hired a consultant to study the production department. After the consultants recommendations were in and Joe evaluated the results he spoke with plant manager Sue Harris. Harris, asked that the consultant’s recommendations be implemented immediately. She thought that total production would increase right away. Weekly production goals were set higher than ever. Joe worried that in her zealous approach to implementation Harris didn’t take into account the time required to learn new procedures, and that plant workers would be under great pressure to make what may be unrealistic goals. He vocalized this to Harris who assured him that it would work. That her employees could “see the vision”. However, anxious to empower Sue to make her own decisions, Joe did not act on his concerns. He did watch things and soon realized that his fears were not unfounded. A handful of workers resisted the new work methods because they felt they could produce more circuit boards using the old methods. While most workers have changed to the new methods, their productivity has not increased. Even after a month, many workers think the old ways are more efficient, faster, and more productive. The numbers for production had not changed. They were now facing the beginning of the second month with the new methods and a very split workforce. Today, a delegation has come to Joe’s office with concern that the new goals and procedures are not working and the Sue Harris is making them change for the worse. “She claims,” they report “that they are not using the new methods correctly and this is why the productivity is not increasing.” The group says that the she is not trusting them to do the job. They also say that they do not want her to know that they went over head by
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