Lessons For "Undercover" Bosses - Organization Behavior (Case Study)amythafp
Group Members: Amytha Fatimah Putri, Annisa Surya P, Ilman Majid, Mayasita Novelia, and Kevin Wiliam P.
The document discusses the concept of MBWA (Management By Walking Around), which involves managers spending time with frontline employees. It notes both potential advantages like understanding challenges and sparking new ideas, and disadvantages such as employees feeling spied on. The responses provide ways for executives to learn about operations besides undercover methods, and for managers to minimize concerns about spying through open communication when using MBWA.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
Human Resource Training and DevelopmentJoey Miñano
The document discusses the key differences and relationships between training and development in organizations. It notes that training involves teaching employees skills for their current jobs, while development prepares employees for future roles and responsibilities. The document outlines various types of training, such as orientation training, job instruction training, and apprenticeship training. It also describes the typical training process, including needs analysis, objective setting, method selection, implementation, and evaluation. Overall, the summary emphasizes that training and development are ongoing processes aimed at improving employee skills and knowledge to help organizations achieve their goals.
This document provides questions and answers related to compensation management for an internal assessment. It covers topics such as factors affecting pay structures, compensable factors, types of flexible workforce, elements of executive compensation, labor legislation related to compensation and benefits, and objectives of various employee benefit acts. The questions are multiple choice and fill-in-the-blank style with short and concise answers provided. The document appears to be study or review material for an exam on compensation and benefits management.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Organizational Development, OD, Intervention Process (from a case study)Helmee Halim
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
Lessons For "Undercover" Bosses - Organization Behavior (Case Study)amythafp
Group Members: Amytha Fatimah Putri, Annisa Surya P, Ilman Majid, Mayasita Novelia, and Kevin Wiliam P.
The document discusses the concept of MBWA (Management By Walking Around), which involves managers spending time with frontline employees. It notes both potential advantages like understanding challenges and sparking new ideas, and disadvantages such as employees feeling spied on. The responses provide ways for executives to learn about operations besides undercover methods, and for managers to minimize concerns about spying through open communication when using MBWA.
This document provides an overview of key concepts in human resource management. It discusses the primary functions of management as planning, organizing, leading, and controlling. It then explains that HRM is important for an organization because the role of HR managers has expanded, legislation places new requirements on employers, jobs have become more technical, and global competition demands increased productivity. The rest of the document outlines the main functions of HRM like staffing, training, motivation, and maintenance as well as how external factors influence HRM.
Human Resource Training and DevelopmentJoey Miñano
The document discusses the key differences and relationships between training and development in organizations. It notes that training involves teaching employees skills for their current jobs, while development prepares employees for future roles and responsibilities. The document outlines various types of training, such as orientation training, job instruction training, and apprenticeship training. It also describes the typical training process, including needs analysis, objective setting, method selection, implementation, and evaluation. Overall, the summary emphasizes that training and development are ongoing processes aimed at improving employee skills and knowledge to help organizations achieve their goals.
This document provides questions and answers related to compensation management for an internal assessment. It covers topics such as factors affecting pay structures, compensable factors, types of flexible workforce, elements of executive compensation, labor legislation related to compensation and benefits, and objectives of various employee benefit acts. The questions are multiple choice and fill-in-the-blank style with short and concise answers provided. The document appears to be study or review material for an exam on compensation and benefits management.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Organizational Development, OD, Intervention Process (from a case study)Helmee Halim
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
- An explosion occurred at the Malden Mills plant in Lawrence, Massachusetts in December 1995, injuring 22 workers. Malden Mills was a $300 million manufacturing company known for its Polarfleece and Polartec fabrics.
- Aaron Feuerstein, the third-generation owner of Malden Mills, chose to pay the 1,400 displaced employees for three months, extend their health benefits for nine months, and rebuild the plant - costing him $15 million personally.
- The human resources team at Malden Mills worked tirelessly in the aftermath of the fire, setting up training programs and community resources to support employees as the plant was rebuilt. Over 600 employees completed training courses within a year to operate
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and working conditions of a job. It provides essential information for human resources functions like recruitment, selection, training, performance appraisal, and compensation management. The key steps in job analysis include determining the scope and methods for data collection, collecting information through methods like observation, interviews, and questionnaires, and developing job descriptions and specifications. Job descriptions outline the key duties and responsibilities of a role, while job specifications define the minimum qualifications and requirements needed to perform the job.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
Lisa Cruz, the HR manager of Hotel Paris, must develop an updated job description for front desk clerks to implement the hotel's strategy of using superior guest service to increase return rates. The job description should include responsibilities like checking in guests, providing information, and creating a welcoming environment. It should also require a graduate degree in hospitality or marketing, persuasive abilities, good communication skills, and a focus on serving guests within 5 minutes for check-ins, questions, and check-outs.
This document provides information on induction and orientation processes for new employees. It defines induction as the introduction of a new employee and orientation as familiarizing an employee with organizational policies, procedures, and culture. The objectives of induction and orientation are outlined, including improving job satisfaction and reducing turnover. Responsibilities for conducting the processes are discussed, along with various styles such as classroom lectures or online modules. Key aspects that are covered include company overview, policies, structure, and trainings. The document also provides checklists and considerations for planning induction and orientation sessions and discusses challenges that can be faced.
This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
This document provides information about compensation management in the form of questions and answers. It covers topics such as components of compensation, different types of pay systems, job analysis, incentives, and factors that influence compensation. The document is divided into three sections with multiple choice, fill in the blank, and short answer questions related to compensation management concepts and best practices.
The management team selected one of the three proposed training programs to help prepare managers for working abroad in France. They want to provide support services to make expatriates' transition easier, such as assistance with expenses, housing, and cultural adjustment. However, they are unsure if this level of support will truly benefit the candidates and help the organization's goals.
This webinar addressed HR challenges during the coronavirus pandemic for ENP South partner administrations. Over 60 participants from 7 countries discussed increased workload, health risks in the workplace, and employee well-being since restrictions lifted.
The return to on-site work is happening gradually, with most continuing some telework. While most are phasing return, vulnerable groups often continue teleworking. Administrations are implementing health measures like shifts, appointments, distancing, and masks.
Telework requires strategic solutions beyond short-term arrangements. This includes telework policies, equipment, performance management, and training managers for remote work. Some see an opportunity to evaluate employees based on objectives over hours worked.
Recognizing the
Job analysis is the process of collecting information about job duties, skills, and requirements. This information is used to create job descriptions that outline responsibilities and qualifications. Job design determines how work is performed through tasks. Job evaluation compares jobs using factors like skills and accountability to establish internal rankings. The results can inform compensation but do not directly determine pay levels.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
This document outlines a resourcing strategy for human resource management. It discusses obtaining the right workforce with the appropriate skills and potential through recruitment and selection. It describes using scenario planning to estimate future human resource needs under different internal and external conditions. The document also covers forecasting demand and supply of workers, analyzing deficits or surpluses, and developing action plans around resourcing, flexibility, and retention to address imbalances.
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)hassaanashraf1
This case is about increasing age diversity in the workplace which is the average age of the workforce has continually increased as medical science continues to enhance longevity and vitality fastest growing segment of the workplace is individual over the age of 55. Recent medical research is exploding techniques that could extend human life to 100 years or more. Unfortunately, an older worker faces a variety of discriminatory attitude in the work place. Organizations can take steps to limit age discrimination and ensure that employees are treated fairly regardless of age. Many of the techniques to limit age discrimination come down to fundamentally sound management practices relevant for all employees. Such as set clear expectation for performance: deal with problems directly, communicate with workers frequently and follow clear policies and procedure consistently.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
perceived they were being treated inequitably, we experience.docxherbertwilson5999
perceived they were being treated
inequitably, we experienced prob-
lems. Lowering prices meant incur-
ring losses; not lowering them
meant losing customers. The next
two financial quarters saw sales dol-
lars decline by 40 percent. As the
sales manager, I felt pretty rotten
presenting my figures to Fred.
With regard to Dinah, I now
faced a monumental problem. The
internal feeling was she should be
avoided at all costs. Because of price
erosions, we faced cutbacks.
Employees blamed her for produc-
tion layoffs. The internal friction
kept mounting. Dinah’s ability to
interface effectively with her col-
leagues and other departments
plummeted to a point where normal
functioning was impossible.
Fred called me into his office
two months after the Partco episode
and suggested that I fire Dinah. He
told me that he was worried about
results. Although he had nothing
personally against her, he felt that
she must go because she was seri-
ously affecting my department’s
overall performance. I defended
Dinah by stating that the Partco
matter would blow over and given
time I could smooth things out. I
pointed out Dinah’s accomplish-
ments and stated I really wanted her
to stay. Fred dropped the issue, but
my problem persisted.
Things went from bad to worse.
Finally, I decided to try to solve the
problem myself. I had known Dinah
well for many years and had a good
relationship with her before the inci-
dent. I took her to lunch to address
the issue. Over lunch, I acknowl-
edged the stress the Partco situation
had put on her and suggested that
she move away for a while to the
West Coast, where she could handle
that area independently.
Dinah was hurt and asked why
I didn’t just fire her already. I
responded by accusing her of caus-
ing the problem in the first place by
going to Partco.
Dinah came back at me, calling
me a lackey for having taken her
story to Fred and having brought
his management message back.
She said I hadn’t even attempted a
solution and that I didn’t have the
guts to stand up for what was right.
I was only interested in protecting
my backside and keeping Fred
happy. As her manager, I should
have protected her and taken some
of the heat off her back. Dinah
refused to transfer or to quit. She
told me to go ahead and fire her,
and she walked out.
I sat in a daze as I watched
Dinah leave the restaurant. What the
heck went wrong? Had Dinah done
the morally right thing? Was I right
in defending MagRec’s position?
Should I have taken a stand with
Fred? Should I have gone over
Fred’s head to Mr. Leed? Am I doing
the right thing? Should I listen to
Fred and fire Dinah? If not, how do I
get my department back on track?
What am I saying? If Dinah is right,
shouldn’t I be defending her rather
than MagRec?
Review Questions
1. Place yourself in the role of the
manager. What should you do
now? After considering what hap-
pened, would you change any of
your behaviors?
2. Do.
Nitish joins Solutions Unlimited but faces issues with his job profile and compensation due to the HR officer Meena. Meena promises to make Nitish's life difficult due to a conflict. Nitish encounters problems with expenses and assignments. While the Managing Director appreciates Nitish's work, interpersonal conflicts continue. The case highlights inadequacies in the new company's HR policies and procedures as well as clashes between employees.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
- An explosion occurred at the Malden Mills plant in Lawrence, Massachusetts in December 1995, injuring 22 workers. Malden Mills was a $300 million manufacturing company known for its Polarfleece and Polartec fabrics.
- Aaron Feuerstein, the third-generation owner of Malden Mills, chose to pay the 1,400 displaced employees for three months, extend their health benefits for nine months, and rebuild the plant - costing him $15 million personally.
- The human resources team at Malden Mills worked tirelessly in the aftermath of the fire, setting up training programs and community resources to support employees as the plant was rebuilt. Over 600 employees completed training courses within a year to operate
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and working conditions of a job. It provides essential information for human resources functions like recruitment, selection, training, performance appraisal, and compensation management. The key steps in job analysis include determining the scope and methods for data collection, collecting information through methods like observation, interviews, and questionnaires, and developing job descriptions and specifications. Job descriptions outline the key duties and responsibilities of a role, while job specifications define the minimum qualifications and requirements needed to perform the job.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
Lisa Cruz, the HR manager of Hotel Paris, must develop an updated job description for front desk clerks to implement the hotel's strategy of using superior guest service to increase return rates. The job description should include responsibilities like checking in guests, providing information, and creating a welcoming environment. It should also require a graduate degree in hospitality or marketing, persuasive abilities, good communication skills, and a focus on serving guests within 5 minutes for check-ins, questions, and check-outs.
This document provides information on induction and orientation processes for new employees. It defines induction as the introduction of a new employee and orientation as familiarizing an employee with organizational policies, procedures, and culture. The objectives of induction and orientation are outlined, including improving job satisfaction and reducing turnover. Responsibilities for conducting the processes are discussed, along with various styles such as classroom lectures or online modules. Key aspects that are covered include company overview, policies, structure, and trainings. The document also provides checklists and considerations for planning induction and orientation sessions and discusses challenges that can be faced.
This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
This document provides information about compensation management in the form of questions and answers. It covers topics such as components of compensation, different types of pay systems, job analysis, incentives, and factors that influence compensation. The document is divided into three sections with multiple choice, fill in the blank, and short answer questions related to compensation management concepts and best practices.
The management team selected one of the three proposed training programs to help prepare managers for working abroad in France. They want to provide support services to make expatriates' transition easier, such as assistance with expenses, housing, and cultural adjustment. However, they are unsure if this level of support will truly benefit the candidates and help the organization's goals.
This webinar addressed HR challenges during the coronavirus pandemic for ENP South partner administrations. Over 60 participants from 7 countries discussed increased workload, health risks in the workplace, and employee well-being since restrictions lifted.
The return to on-site work is happening gradually, with most continuing some telework. While most are phasing return, vulnerable groups often continue teleworking. Administrations are implementing health measures like shifts, appointments, distancing, and masks.
Telework requires strategic solutions beyond short-term arrangements. This includes telework policies, equipment, performance management, and training managers for remote work. Some see an opportunity to evaluate employees based on objectives over hours worked.
Recognizing the
Job analysis is the process of collecting information about job duties, skills, and requirements. This information is used to create job descriptions that outline responsibilities and qualifications. Job design determines how work is performed through tasks. Job evaluation compares jobs using factors like skills and accountability to establish internal rankings. The results can inform compensation but do not directly determine pay levels.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
This document outlines a resourcing strategy for human resource management. It discusses obtaining the right workforce with the appropriate skills and potential through recruitment and selection. It describes using scenario planning to estimate future human resource needs under different internal and external conditions. The document also covers forecasting demand and supply of workers, analyzing deficits or surpluses, and developing action plans around resourcing, flexibility, and retention to address imbalances.
Increasing Age Diversity In The Workplace (Case#2, Chapter#2)hassaanashraf1
This case is about increasing age diversity in the workplace which is the average age of the workforce has continually increased as medical science continues to enhance longevity and vitality fastest growing segment of the workplace is individual over the age of 55. Recent medical research is exploding techniques that could extend human life to 100 years or more. Unfortunately, an older worker faces a variety of discriminatory attitude in the work place. Organizations can take steps to limit age discrimination and ensure that employees are treated fairly regardless of age. Many of the techniques to limit age discrimination come down to fundamentally sound management practices relevant for all employees. Such as set clear expectation for performance: deal with problems directly, communicate with workers frequently and follow clear policies and procedure consistently.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
perceived they were being treated inequitably, we experience.docxherbertwilson5999
perceived they were being treated
inequitably, we experienced prob-
lems. Lowering prices meant incur-
ring losses; not lowering them
meant losing customers. The next
two financial quarters saw sales dol-
lars decline by 40 percent. As the
sales manager, I felt pretty rotten
presenting my figures to Fred.
With regard to Dinah, I now
faced a monumental problem. The
internal feeling was she should be
avoided at all costs. Because of price
erosions, we faced cutbacks.
Employees blamed her for produc-
tion layoffs. The internal friction
kept mounting. Dinah’s ability to
interface effectively with her col-
leagues and other departments
plummeted to a point where normal
functioning was impossible.
Fred called me into his office
two months after the Partco episode
and suggested that I fire Dinah. He
told me that he was worried about
results. Although he had nothing
personally against her, he felt that
she must go because she was seri-
ously affecting my department’s
overall performance. I defended
Dinah by stating that the Partco
matter would blow over and given
time I could smooth things out. I
pointed out Dinah’s accomplish-
ments and stated I really wanted her
to stay. Fred dropped the issue, but
my problem persisted.
Things went from bad to worse.
Finally, I decided to try to solve the
problem myself. I had known Dinah
well for many years and had a good
relationship with her before the inci-
dent. I took her to lunch to address
the issue. Over lunch, I acknowl-
edged the stress the Partco situation
had put on her and suggested that
she move away for a while to the
West Coast, where she could handle
that area independently.
Dinah was hurt and asked why
I didn’t just fire her already. I
responded by accusing her of caus-
ing the problem in the first place by
going to Partco.
Dinah came back at me, calling
me a lackey for having taken her
story to Fred and having brought
his management message back.
She said I hadn’t even attempted a
solution and that I didn’t have the
guts to stand up for what was right.
I was only interested in protecting
my backside and keeping Fred
happy. As her manager, I should
have protected her and taken some
of the heat off her back. Dinah
refused to transfer or to quit. She
told me to go ahead and fire her,
and she walked out.
I sat in a daze as I watched
Dinah leave the restaurant. What the
heck went wrong? Had Dinah done
the morally right thing? Was I right
in defending MagRec’s position?
Should I have taken a stand with
Fred? Should I have gone over
Fred’s head to Mr. Leed? Am I doing
the right thing? Should I listen to
Fred and fire Dinah? If not, how do I
get my department back on track?
What am I saying? If Dinah is right,
shouldn’t I be defending her rather
than MagRec?
Review Questions
1. Place yourself in the role of the
manager. What should you do
now? After considering what hap-
pened, would you change any of
your behaviors?
2. Do.
Nitish joins Solutions Unlimited but faces issues with his job profile and compensation due to the HR officer Meena. Meena promises to make Nitish's life difficult due to a conflict. Nitish encounters problems with expenses and assignments. While the Managing Director appreciates Nitish's work, interpersonal conflicts continue. The case highlights inadequacies in the new company's HR policies and procedures as well as clashes between employees.
Nitish joins Solutions Unlimited but faces issues with his job profile and compensation due to conflicts with Meena, the HR officer. Despite his qualifications, Nitish is not assigned the promised role or pay. When he complains, Meena seeks retaliation instead of resolving issues. Over time, Nitish gains appreciation from the Managing Director for his work, but interpersonal conflicts and lack of HR support continue. The case highlights the challenges of new employees when organizational processes are inadequate and personalities clash.
Respond to each peer initial post with 3-4 sentences longPeer .docxmackulaytoni
Respond to each peer initial post with 3-4 sentences long
Peer # one
Conflict is a part of any organization no matter how successful they are. I see it a lot in our voting members and to a lesser degree with our Board of Directors. Our voting members are about double the amount of the Board so I think naturally there is a little more disagreement. In order to resolve conflict, it is important to understand the reason behind the issue. Then it is important to follow through with addressing the situation immediately after being identified. Another step in resolution includes getting as much information as possible by speaking to all parties involved.
Conflict doesn’t only happen with voting members and the Board, but also within the office. The most recent issue happened in a meeting last week. Our customer service rep cut someone off in a meeting out of frustration and it was definitely not done in a professional manner. It was incredibly uncomfortable as a meeting attendee not to mention her direct higher up and the CFO were in this meeting. I think that if this conflict isn’t resolved, it will continue to manifest in various ways and turn into one of them quitting or getting fired.
I know that this has been brewing because I try to keep the lines of communication open around the office. Our customer service rep is frustrated with our ticketing manager because he does too much. When he steps in and goes outside of his department, he gets involved in things that he doesn’t need to, puts more work on himself and ends up working additional hours that aren’t necessary. In this meeting, he ended up trying to take the lead which was not necessary. Our customer service rep got frustrated and I would describe her as yelling at him to tell him that this wasn’t his meeting to run.
I am not in a position to necessarily intervene, however, I have been talking to my Operations Director who is the direct supervisor for both of them. If I were to be able to take the lead on this, my tactic would start with meeting with them both individually. For one, to discuss what their responsibilities are and try to work toward them staying in their lane, so to speak. There are plenty of people around to help that he does not need to be the hero. When that happens, something ends up getting neglected. With the customer service rep, her general tact is nonexistent. I think the discussion with her starts with how to communicate appropriately with coworkers. This happens to be an issue with others in the office. She could achieve a lot more if she could learn how to better approach people. This wasn’t necessarily her place to step in.
I am not sure in this case, that it is necessary to bring the parties together as both issues do not seem to involve the other. If they both fixed the items I have discussed, I think it would naturally resolve any issue they have had. However, if I brought them together, the message I would convey to both is a reset of what our roles co.
Juanita’s World Parts 1-7Part 1Juanita is meeting with her new.docxpriestmanmable
Juanita’s World Parts 1-7
Part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
3. Which aspects of human resource management would she want to entrust to specialists?
Part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and ...
We have got the power – women entrepreneurs on the riseAbiodun A
The document discusses qualities that make women good leaders. It notes that women are good at multitasking, balancing work and family responsibilities, listening to employees, having patience, and nurturing new talent. The document provides examples to support each point and emphasizes that these qualities can improve employee attitudes and business results.
Read The Case of the Misguided Supervisors in Chapter 14 of your.docxmellies4kxl
Read
The Case of the Misguided Supervisors
in Chapter 14 of your text book. Use the Argosy University online library for additional research, and do the following in a Word document:
In 1–2 paragraphs, summarize the case and your research that relates to the case.
In 2–3 pages, answer the following:
Why would an organization care whether its supervisors speak in favor of or against union representation? Explain and justify your answer.
How could the hospital in this example have prepared its supervisors to understand their proper role during an organizing campaign? Explain and justify your answer.
With your answers demonstrate that your understanding of the concepts is thorough and complete. Support your assertions with evidence, citing the appropriate sources.
Apply the APA
current
guidelines to your work and use at least three resources in your response.
Use the following file naming convention:
LastnameFirstInitial_M4_A2. For example, if your name is John Smith, your document will be named SmithJ_M4_A2.doc
By
Wednesday, August 5, 2015
, deliver your assignment to the
M4: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Clearly and concisely summarized the case in 1–2 paragraphs.
15
Identified, explained, and justified why an organization would care whether its supervisors speak in favor of or against union representation.
35
Identified, explained, and justified how the hospital in this example could have prepared its supervisors to understand their proper role during an organizing campaign.
35
Applied current APA guidelines and supported assertions with evidence by using appropriate sources. Demonstrated a thorough and complete understanding of the concepts.
15
Total:
100
The Case of the
Misguided
Supervisors
Recently, when a union sought to organize the nurses at a California hospital, the nursing supervisors, called charge nurses, didn’t understand their proper role in the process. While the union was distributing cards for the nurses to indicate their desire for a representation election, several of the charge nurses participated in the union’s meetings and decided they wanted to join. Some of these charge nurses also encouraged nurses who reported to them to support the union as well.
One month before the election, the hospital discovered that charge nurses had supported the union even though their positions in the organization qualified them as supervisors. The charge nurses stopped advocating for the union, and some even encouraged nonsupervisory nurses to vote against representation. The election went ahead, and the union won representation.
The hospital challenged the election because of the pro-union activity by the nurses. However, the NLRB and the court both upheld the union.
Questions
1. Why would an organization care whether its supervisors speak in favor of or against union representation?
2. How could the hospital in this example have prepared its supervisors so they would have understood.
Assignment 1 Discussion - Separation and RetentionThis assignment.docxpetuniahita
Assignment 1: Discussion - Separation and Retention
This assignment is designed to integrate the reflection of personal experience, and the information covered in the textbook. Using what you have learned about Juanita, answer the following questions:
Should Juanita attempt to reduce voluntary and involuntary turnover?
A risk of disciplining employees is that some may retaliate. To avoid that risk, what organizational policies might encourage high-performing employees to stay while encouraging low-performing employees to leave?
To what extent are exit interviews meaningful and what kind of opinions should you attempt to capture? How are these opinions relevant to employee separation and retention?
By
Saturday, August 15, 2015
submit your response to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, August 19, 2015
.
Comment on how your classmates would address differing views.
When Juanita visited with Melissa, the previous HR manager, she felt Melissa was a bit evasive on issues like hiring, firing, and retaining employees and volunteers. It is Day 6 since her hire start date and already she has received two notices of resignation from key personnel. She was hoping that she could analyze the situation before trying to implement solutions. But, Rich, her boss, is applying a lot of pressure because his boss seems to be applying pressure on him.
Although she did not know the two people very well, she did conduct exit interviews. Much of what she was told fit with what she sensed about training and development, compensation, recognition, and career development. Both individuals seemed genuinely committed to the mission of the organization, but expressed frustration with people they work with due to their incompetence and also with the organization, due to its unwillingness to invest in its employees.
As Juanita considers a short-term strategy she considers that it may be best in the short-term to voluntarily separate individuals who are unwilling to perform and replace them with new hires who exhibit an interest in development. As she considers the implications she is certain she will get significant “push back” from Rich and other more tenured managers. Plus, she knows that the organization falls under some federal guidelines for what they can and cannot do.
In preparation for making this issue a priority with an actionable tactical plan, she knows she must be fair, above reproach, and demonstrate grace in order to preserve the dignity of the workers and to attempt to build a system of accountability.
As part of Juanita’s plan to revise her organizations hiring and retention practices she decides to focus on issues that could differentiate their organization from others that have a similar mission.
From her interviews she has learned that most employees who voluntarily separate move to other humanitarian organizations that include empl.
The document discusses important leadership skills for nurses. It states that nurses interact with many different people and should gain knowledge of leadership and followership to interact effectively. Leadership is broader than management as it focuses on influence, whereas management focuses on achieving organizational goals. Important leadership skills include goal setting, critical thinking, problem solving, respecting individuals, communication, vision, and personal development. As a new nurse, it is important to set priorities, evaluate tasks, eliminate unnecessary tasks, and develop skills to become an effective leader.
Assignment 1 Discussion - Separation and RetentionThis assignm.docxtawnyataylor528
Assignment 1: Discussion - Separation and Retention
This assignment is designed to integrate the reflection of personal experience, and the information covered in the textbook. Using what you have learned about Juanita, answer the following questions:
Should Juanita attempt to reduce voluntary and involuntary turnover?
A risk of disciplining employees is that some may retaliate. To avoid that risk, what organizational policies might encourage high-performing employees to stay while encouraging low-performing employees to leave?
To what extent are exit interviews meaningful and what kind of opinions should you attempt to capture? How are these opinions relevant to employee separation and retention?
By Friday, February 6, 2015 submit your response to the appropriate Discussion Area. Use the same Discussion Area to comment on your classmates' submissions and continue the discussion until Wednesday, February 11, 2015.Comment on how your classmates would address differing views.
Juanita’s World part 6
When Juanita visited with Melissa, the previous HR manager, she felt Melissa was a bit evasive on issues like hiring, firing, and retaining employees and volunteers. It is Day 6 since her hire start date and already she has received two notices of resignation from key personnel. She was hoping that she could analyze the situation before trying to implement solutions. But, Rich, her boss, is applying a lot of pressure because his boss seems to be applying pressure on him.
Although she did not know the two people very well, she did conduct exit interviews. Much of what she was told fit with what she sensed about training and development, compensation, recognition, and career development. Both individuals seemed genuinely committed to the mission of the organization, but expressed frustration with people they work with due to their incompetence and also with the organization, due to its unwillingness to invest in its employees.
As Juanita considers a short-term strategy she considers that it may be best in the short-term to voluntarily separate individuals who are unwilling to perform and replace them with new hires who exhibit an interest in development. As she considers the implications she is certain she will get significant “push back” from Rich and other more tenured managers. Plus, she knows that the organization falls under some federal guidelines for what they can and cannot do.
In preparation for making this issue a priority with an actionable tactical plan, she knows she must be fair, above reproach, and demonstrate grace in order to preserve the dignity of the workers and to attempt to build a system of accountability.
Juanita’s World part 7
As part of Juanita’s plan to revise her organizations hiring and retention practices she decides to focus on issues that could differentiate their organization from others that have a similar mission.
From her interviews she has learned that most emplo.
Write a two- to three- page paper responding to the questions at the.pdfjeeteshmalani1
Write a two- to three- page paper responding to the questions at the end of Personal Skill Builder
14-1: You Make the Call! on page 553 of Supervision: Concepts and Practices of Management.
A supervisory position in healthcare has become a difficult and demanding job. Trying to
understand the Patient Protection coworkers and patient care. I have tried to accentuate the and
Affordable Care Act (ACA) and not seeing many employ- positive, but I often have challenges
dealing with adversity e end of one week, things went from bad to rs providing education and
incentives for their employees to improve their health has created stress and conflict for many ar
worse. Marty Johnson, an eight-year ER veteran poste some comments on Facebook.\"I am
drowning in the healthcare professionals. Most healthcare professionals know emergency room
at CMC. I HATE THEIR GUTS! My super isor Charlotte, the doctors, other nurses and techs are
devils from hell!\" adopt proactive preventative behaviors to become healthier, happier, and do
better work. Employers should find a way to reward their good health behaviors. Some hospitals
have made significant reductions in staff and many healthcare pro- fessionals have been expected
to do more with less. Alas, these are challenging times for the healthcare fie One of Marty\'s
Facebook friends, a hospital employee, contacted the HR department and noted her concerns
about the impropriety of the postings. Bob Renty, execu- tive VP for administration and the HR
department, con- ducted an investigation. In a meeting with Renty and Carol Holbrook, HR
director, Marty Johnson claimed that Du Monday\'s morning management meeting, it was re-
ported that a survey found 53 percent of Community Medi- cal Center (CMC) nurses \"had high
levels of stress, feelings of extreme fatigue and felt they had no control in providing quality
healthcare.\" A group of managers were chosen to work with the human resources (HR)
department and a consulting group to develop an action plan. Ma brainstormed the following
short run strategies: (1) assign reasonable work hours, (2) allow nurses to have a full 30-min ute
break and several 15-minute breaks during the day, (3) configure realistic assignment of tasks,
and (4) create a man- agement culture that would support the nurses\'activities. not posted the
offending comments and a friend, who had access to his Facebook account, might have posted
them. A representative of the HR department interviewed the friend who at first stated that she
was the author of the comments.The friend was not a CMC employee and after being warned
that she might be charged with perjury, she admitted that Marty had told her to take
responsibilityf the postings because he was afraid that he might lose his job. In a meeting with
Charlotte, Renty, and Holbroo Marty said he was merely venting his frustratio several long and
hard days at work. He said he had de leted the post and the comments had been directed for his
online friends only.
Part 1Juanita is meeting with her new boss, Rich Ryblessi, the D.docxherbertwilson5999
PART 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
1. What skills might Juanita have to develop to better fulfill her role?
2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
Which aspects of human resource management would she want to entrust to specialists?
PART 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending dow.
Juanita is meeting with her new boss, Rich Ryblessi, the Director .docxVinaOconner450
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
What skills might Juanita have to develop to better fulfill her role?
How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
Which aspects of human resource management would she want to entrust to specialists?
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 ye.
Mind the Gap: Women's Leadership in Public RelationsSarah Jackson
- The document summarizes a study on women's leadership in public relations. Focus groups were conducted with senior and mid-level women and men. Key themes identified included the importance of informal mentorships and sponsorships for career success, as well as challenges women still face such as sexism, exclusion from informal networks, and perceptions of leadership styles. While progress was noted, participants acknowledged there is still work to be done to achieve gender equity in leadership in the public relations field.
Team-Building Does Not Always Build a TeamA Behaviora.docxmattinsonjanel
Team-Building Does Not Always Build a Team:
A Behavioral Analysis
Idaho State University
MBA 6612 Spring 2015
Professor: Neil Tocher, PhD
May 5, 2015
INTRODUCTION
This behavioral analysis paper is focused on a failed organizational initiative. This situation is burned into my mind due to the complete and utter failure of what was intended to be accomplished. After taking MBA 6612, I understand that managing and leading are two very different things, but even now I am still in shock that one person can be so blind and naïve. That is why this situation sticks with me.
SITUATION OVERVIEW
I worked for an organization and they hired a new Regional Manager (RM), Carly, for Pocatello. Carly was new to management, but had been with the Company for a couple of years. Carly took over managing a somewhat dysfunctional team that did not work as well together. One of the team members, Lisa, had also applied for the RM position and was miffed that Carly had been chosen. This situation added fuel to the fire for the team not working so well together.
I had only been with the Company for two months when this whole scenario occurred. Carly announced that she was implementing weekly meetings where we were required to participate in team building exercises. The intent behind having these weekly exercises was to create bonding and some kind of cohesion for this group of people who had been at odds to some extent or another for quite some time. Some of these exercises did the exact opposite of what they were supposed to accomplish.
Every meeting was met with dread and exasperation by all of the staff. During some of the meetings, we told success stories that we had from the previous week. Other meetings we did arts and crafts together, or created “thank-you” jars to leave notes in for one another. It was all very hokey and childish. We were a team of well-trained, well-educated women who were professionals working in a professional Company.
One meeting in particular stands out to me. Carly had been experiencing quite a bit of turnover in all of the positions that she managed, so our team had an eclectic variety of newbies and “old-timers” to the Company. Lisa was still on board and going out of her way to be a pain in the rear for Carly. In this particular meeting, we were being joined by Carly’s bosses, the Director, Denise, and the VP, Tonya. Carly led the meeting and had asked us to all write one positive thing about each team member as well as one thing that each person needed to work on improving.
Denise interjected and asked us all to talk about the positive things for each team member and began writing these on the whiteboard in the conference room. We then had to all tell everyone the thing that each person needed to work on. All of us were expectedly polite with the negative thing that we identified, intentionally not trying to hurt anyone’s feelings. After each of us had announced our thoughts, Denise told us that we were all being “t ...
Juanita’s World part 1Juanita is meeting with her new boss, Rich.docxtawnyataylor528
Juanita’s World part 1
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Juanita’s World part 2
Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development.
As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do.
As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from don ...
Women as Mentors Does She or Doesn’t She? A Global Study of Businesswomen and...Meghan Daily
In 2012, there were no more women in top leadership positions at Fortune 500 companies than in 2011.
There are a few who successfully make it to the top of their field, but it is a long, hard climb. Among them are familiar names like Meg Whitman, Oprah Winfrey, Indra Nooyi, and Hillary Rodham Clinton.
These are all very different women—from different backgrounds, with different education and careers spanning different industries. What they do have in common is the role that mentoring played in helping them along the way.
Assignment 2: LASA 1—Human Resource Planning
Writing Assignment
Review Juanita’s World Parts 1-5, which are found in the
Weeks 1
and
2
lectures, and write a 5-7 page paper. Pretend you are Juanita and develop a human resource plan to share with your boss. Develop a scenario which analyzes and summarizes the current situation for the employer. You are to create details that make this scenario more realistic and support your response to the issues and questions presented below.
Your paper should include the following:
Evaluate the cultural issues that need to be addressed
Analyze the ethical considerations that apply
Describe the organization’s current hiring needs and projected hiring needs for the coming year
Develop a recruitment plan for fulfilling the company’s current and future hiring needs
Explain the plan the company should follow to manage employee performance
Identify at least 4 laws or regulations that apply to the company. Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations.
Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment.
Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style to your work.
Use the following file naming convention: LastnameFirstInitial_M3_A2.doc. For example, if your name is John Smith, your document will be named SmithJ_M3_A2. doc.
Reading Assignments:
Juanita's World Part 1:
Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.
At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges.
Consider these reflective questions as you will discuss them further in your assignments:
What skills might Juanita have to develop to better fulfill her role?
How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization?
Which aspects of human resource management would she want to entrust to specialists.
Juanita's World Part .
This qualitative study by the Institute for Public Relations and KPMG explores leadership in public relations from the perspective of both men and women.
please watch this video link before deathAhsan habib
This document provides links to 5 YouTube videos about earning money online. The first video describes how to get a free phone number from the USA or other countries. The second explains how to earn more money by changing your IP address. The third shows how to increase YouTube subscribers within 3 minutes using a new trick. The fourth is about earning money daily through Amazon Mechanical Turk as an international worker over 18. The fifth lists the top 5 earning Android apps.
This document provides links to 5 YouTube videos about earning money online. The first video describes how to get a free phone number from the USA or other countries. The second explains how to earn more money by changing your IP address. The third shows how to increase YouTube subscribers within 3 minutes using a new trick. The fourth is about earning money daily through Amazon Mechanical Turk as an international worker over 18. The fifth lists the top 5 earning Android apps.
This presentation introduces 5 group members and provides a link to a YouTube video they uploaded. It discusses 3 types of conflicts that can occur in groups - task conflict, relationship conflict, and process conflict. The group aims to learn new things and help others by uploading educational videos, but faced problems uploading to YouTube. They welcome any questions from the audience.
Different modes of entry into foreign marketAhsan habib
The document discusses concerns and factors to consider when entering a foreign market, specifically Sri Lanka. It provides an overview of Sri Lanka's geography, economy, trade, exports, imports, and appropriate modes of market entry. Sri Lanka has a growing $80 billion economy led by services, industry, and agriculture. It offers tax incentives and industrial parks to attract foreign investment. The top exports are textiles, garments, and tea. Appropriate entry modes consider economic, political, and infrastructure factors as well as attractive policies supporting foreign direct investment.
From this file you can know about walton company. the main part of this slide is you can know some important things like history, there product, target market,competitors, advertisement policy, csr activities etc.
Ansoff matrix for coca-cola , Blackberry and Apple companyAhsan habib
The document discusses the Ansoff Matrix and provides examples of strategies used by Coca-Cola, Blackberry, and Apple within the matrix. Coca-Cola used product development to create new products for existing markets, product penetration with Diet Coke, and market development by expanding to the UK market. Blackberry used product development to create Android-compatible phones, product penetration to increase sales of existing phone lines, and market development to expand an existing phone line. Apple used product development to create new products like the iPod for existing customers, product penetration through family iPhone promotions, market development by entering the smart watch market with the Apple Watch, and diversification through entering the mobile phone market with the iPhone.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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1. ASSIGNMENT
Course title : Strategic Human Resource Management
Course code : BUS- 475
Section : 02
Topic : “Leadership challenge (Case 35) “
Submitted by:-
Submitted to: - Ms. Fariha Saleh
ULAB
Date of Submission: - 19 / 12 / 2017
Members ID
MD. Salman Rafiq Anan 142011174
Nisa Fatema Nadia 142011117
Emrul Kayes Shibly 142011023
Sefat Rahman Soha 142011022
Alsaba Soikat 142011140
Ahsan Habib 142011086
2. Leadership Challenge
Introduction
Mary Herzen felt lucky to be hired for the supervisory position in the Patient Services
Department at Northside Hospital. She had lost a similar job at Central Hospital before three
months ago. She had 15 years experience. Chris Sapiro was Mary’s boss and had conducted the
selection process. It took him five months to fill the position as a result of the internal job-
announcement and job-interviewing procedures. Mary’s boss Chris Sapiro wanted to hire
experience employee. Two employees in the Patient Services Department had applied for the
supervisory job. Juanita Ramirez, 32, who had been in the department for eight years, and Sue
Williamson, 26, who had less experience. Both were rejected because Chris Sapiro thought that
they were not strong enough to be promoted. Chris told Mary about this when he met with her on
Mary’s first day on the job. He suggested that Juanita might be a problem and told Mary to
handle the situation. He then took her to the department, introduced her to the staff, and left her
to settle in. Later that day, Mary held meetings with each of her new employees to know their job
duties. The meeting with Juanita turned out as predicted. She was defensive, uncommunicative,
and noncommittal. For example, Mary wanted to learn what Juanita’s job duties and
responsibilities were, but could not get adequate replies from Juanita. Finally, in engagement,
Juanita began arguing that it was Mary’s job to tell Juanita what to do. Mary replied that they
would have problems if this was as well as they were going to communicate. Juanita then told
Mary that she had not been promoted because she was Hispanic, and accused the hospital of
discrimination. She began to cry and said she was not going to answer any more questions.
Issues of the case
From the case, we have seen that Northside Hospital needs an experienced employee at the
patient department service which was empty for about 5 months. The delay was caused due to
the internal job-processing and interviewing internal applicants rather than advertising outside
the organization. On the other hand, Mary lost her job three months back from the Central
hospital and applied for this position.
3. Experience: In this case experience may be an issue. Chris Sapiro may hire an experience
employee. Mary has experience for more than 15 years in the patient service department and at
the same time two Northside employees also applied where Juanita has 8 years of experience and
Sue has some experience in this department. After interviewing, Chris appointed Mary and
decided to hire her for this position. After providing some guidelines to Mary, Chris said to Mary
that two more applicants applied for this job who is working for Northside hospital. Chris also
said to Mary that she can face some problems with Juanita and said to handle Mary in her own
way.
Individual meeting with everyone as a new employee: Mary set up individual meetings
with everyone. If we see Mary’s perspective we can say that, Mary wanted to learn what
employees job duties and responsibilities. But if we say Juanita’s perspective we can say that,
Juanita may be thought that why Mary set individual meeting with everyone as a new employee.
Communication gap: When Mary started to communicate with Juanita, Mary faced some
difficulties from the start. Juanita was reluctant and was staring at the ceiling and Mary was
unable to get the complete answer from Juanita.
Discrimination: Juanita thought that she had not been promoted because of discrimination.
Juanita was Hispanic and Mary was Anglo. She accused the hospital of discrimination.
Analysis
In leadership challenges case there was some problem between Mary and Juanita. We find that
problem and we also find some problem that may arise. We tried to analysis the problem that
what was the main cause of behind that problem and we also tried to evaluate some specific
issues that help to solve the problem.
HR duty and responsibility: It is very important to give all kind of information relevant to
the job position. It is a responsibility of HR that particular organization. The selected person for a
job position must be well acknowledged by HR at the time of joining. Some time right
information can give a negative aspect to an applicant or job holder. A realistic job preview can
4. attract persons and give a positive reflection on the job. An employer can always expect the most
favorable work condition workplace. So it is much needed that Chris told everything about on
meeting with Mary. Mary has a chance to measure her coworker’s perceptions and behavior
pattern. Mary has the choice to path up with that situation. Mary was trying to make a friendly
atmosphere in the workplace.
Effective New Employee Orientation: Effective orientation to the new employees to the
workplaces is an important function in many organizations. An effective orientation should make
the new employee feel comfortable, helping them to learn about their role and the organization’s
culture and values. Our leadership challenges case situation is different. In this case there were
some problem between Mary and Juanita. Based on this case, from our point of view, meeting
with each employee had both advantages and disadvantages. If we think it from Mary’s
perspective then it would be helpful for her and she could get an advantage on this meeting.
Because, if Mary set for the meeting with each employee she could give certain messages at the
same time. She could also make a good relationship with each employee at this meeting. Also, it
was driving participation for both of them. We already know that Mary could face some problem
with Juanita in her new organization. It could be solved by sitting with her so that they could Co-
operate with each other.
On the other side, there had been some disadvantages. As Mary joined newly in the organization.
Some employee would take it as a sign of aggressive behavior. According to the case as Juanita
had not co-operated with Mary so that it could make a bad impression for Mary in her new
organization. Another disadvantage is, this orientation process might take a lot of time. Because
Mary had to give fixed time to every employee. Also, at some point, it was not a good idea
because an employee might feel anxiety in this process.
Evaluate the meeting: The approach was appropriate for Mary although the implementation
was not as good as it could have been. The purpose of the introductory meeting was to intimate
dialogue. Mary needed to share information as well as receive it. A more suitable agenda would
have Mary share information on such matters as her background and goals, her leadership style
and practices, her priorities for the near term and she would like to work with the employees. She
would ask each employee for information on their job duties, where they stand on projects, any
5. particular problems they are experiencing and anything else they can tell Mary that would help
her supervise.
General issues new managers face
There are several common issues facing people when they move from one position to another
position. It is also for those who move into management or supervisory job.
Understand organizational environment: Sometimes some manager feel difficulties
to understand organizational environment like what the structure of the unit is, employees
duties and responsibilities etc.
Understand employees personality: It is really difficult to understand employees
personality as a new manager. A new manager is concerned about how to influencing
employees and how to get the best performance from the employees. In leadership
challenges case Mary faced some problem as a new employer. Mary did not understand
Juanita’s personality.
Set clear goal and build good relationship: As a new manager it is really difficult
to set a goal and expectation for the employees and also organization. A new manager
should able to know about specific problems and opportunities. When Mary tries to press
Juanita on her job duties and responsibilities were, Mary could not get any specific reply.
To build a good relationship with Juanita, Mary can spend quality time with Juanita.
Mary can assist on her difficult project, Mary can help Juanita to improve career etc.
Recommendation:
In the case, the main problem is Juanita claimed she would have been discriminated. Mary
cannot say whether, in fact, Juanita is correct or incorrect in her belief that she was a victim of
discrimination. It is a discussion that Mary cannot win. Furthermore, she can not prevent Juanita
from taking action on her complaint if she wishes to do so. Also, Chris could play an important
role from hoes sight so that the situation might be not seemed like that.
6. Possible recommendations are given below-
As Chris hired Mary and he already knew that Juanita can make a problem in the
orientation so I think Chris should stay with Juanita when they met with each employee
especially when the meeting was with Juanita. Because, it is the responsibility of Chris to
clarify that why they hired Mary. So that, the situation might be changed if Chris handled
the situation.
Mary, therefore, should not try to argue with Juanita when they met on the orientation
program. Indeed, Mary might simply say something to the effect that she cannot respond
to Juanita's opinion but finds it difficult to believe that there was discrimination. Instead,
Mary needs to deal directly with Juanita's stubbornness and hostility. She should make it
clear to Juanita that although she cannot talk about the discrimination matter; she is
concerned about Juanita's current behavior. She should indicate that she expects
employees to be helpful in dealing with her, just as she wants to be open with them. That
is, she should establish a standard of how she wants to be treated by her employees. She
should share any other information about how she will supervise.
Marry should then indicate that while Juanita's behavior is perhaps understandable; given
her beliefs, it is however unacceptable. She should indicate that there can be serious
problems if Juanita decides to follow a way of action like this. She should present Juanita
with a decision about how Juanita wants to proceed. She should then tell Juanita that they
will meet again tomorrow, at which time Mary will expect a decision from Juanita.
Mary should not act defensively. This might be tough. Mary naturally might not enjoying
Juanita things that Marry knew that wasn’t true. Mary can go to want to defend herself.
But the other person is so emotionally screamed up; it’s not going to help.
7. Conclusion
It is important to set the clear line of sight between strategic aims of the corporation and its staff.
To achieve organization goals, new manager or supervisor should know employee mindset. It is
also important for the new manager or supervisor to know internal issues before joining the
position. It helps them to learn employees characteristics and develop it to employee satisfaction.