We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call/what’s app: +91 8290772200
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
"Selection, Hiring, Orientation And Training For The Internet Department" - ...DealerKnows Consulting
Joe Webb's presentation Selection, Hiring, Orientation and Training for the Internet Department from the 7th Digital Dealer Conference in Nashville. Joe Webb is the President of DealerKnows Consulting and would like to thank everyone in attendance at his jam-packed event for their participation. I appreciate the great response and wish you success if your hiring endeavors.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
6 Common Candidate Objections and How to Handle ThemCareerBuilder
You only have one opportunity to make a first impression—so don’t let your first conversation with candidates fall flat. If you don’t respond to their concerns the right way, you could lose their interest—and lose out on top talent. Follow these tips to combat the most common candidate objections and build a lasting recruiter-candidate relationship.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
"Selection, Hiring, Orientation And Training For The Internet Department" - ...DealerKnows Consulting
Joe Webb's presentation Selection, Hiring, Orientation and Training for the Internet Department from the 7th Digital Dealer Conference in Nashville. Joe Webb is the President of DealerKnows Consulting and would like to thank everyone in attendance at his jam-packed event for their participation. I appreciate the great response and wish you success if your hiring endeavors.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Why Can't All My Recruiting Tools Get Along?CareerBuilder
Is your HR technology causing you headaches instead of solving your recruitment problems? Are your different HR systems refusing to talk to each other and get along? HR experts Kris Dunn and Tim Sackett can help.
If you believe that your employees are your biggest resource, then you know the damage high employee turnover does to your business. The time and money you’ve invested in finding, hiring, and training employees walks right out your door when an employee quits.
How to battle employee turnover?
It starts with an understanding of why employees leave. Until you know their reasons, there is little you can do to stop the leak.
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
2013 Workplace Study - Mom Corps and Harris Interactive illustrating workforce preferences, realities and the rise of the alternative workforce. Presentation given by Allison O'Kelly, CEO and Founder of Mom Corps www.momcorps.com
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Why Can't All My Recruiting Tools Get Along?CareerBuilder
Is your HR technology causing you headaches instead of solving your recruitment problems? Are your different HR systems refusing to talk to each other and get along? HR experts Kris Dunn and Tim Sackett can help.
If you believe that your employees are your biggest resource, then you know the damage high employee turnover does to your business. The time and money you’ve invested in finding, hiring, and training employees walks right out your door when an employee quits.
How to battle employee turnover?
It starts with an understanding of why employees leave. Until you know their reasons, there is little you can do to stop the leak.
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
2013 Workplace Study - Mom Corps and Harris Interactive illustrating workforce preferences, realities and the rise of the alternative workforce. Presentation given by Allison O'Kelly, CEO and Founder of Mom Corps www.momcorps.com
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
HTR (Hire-Train-Retain) is a E-Magazine for HR Management people to counter certain hiring mistakes and improve their recruitment process and many other HR Activities like payroll management, Time and Attendance, Annoyi
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
The Second
Quarter edition of the APAC Right
Quarterly is dedicated to Career Management.
The first article called “Developing Talent: How
Career Opportunities drive Business
Performance”, builds upon our core mission
in Right Management, of working with clients
to help align their talent strategy with their
business strategy. Employee engagement
and retention is a critical challenge for many
organizations, and this article talks of how
career development can significantly push
employee engagement. But even career
development needs a structured approach for
effective implementation to ensure business
results.
The second article on “Career Directions:
Having the right Career Conversations”,
shares a case study of an Australian client
who is working towards their 2017 Workforce
plan. An important impact of this will be in
the working environment for the division. To
help employees adapt to this change, Right
Management worked with them to create and
implement a career development initiative for
employees. The aim was on building Coaching
capabilities in People Leaders, and to equip Self leaders with skills necessary to enable
them to make their own career decisions.
The objective was also to align employee
development with future corporate needs,
while also developing career agility.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Overview on Edible Vaccine: Pros & Cons with Mechanism
Management functions & behavior
1. We Also Provide SYNOPSIS AND PROJECT.
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Amity assignment solution help, Amity assignment answers help,
Assignment Help
AMITY (Assignment)
MBA
Semester 1
Management Functions & Behavior
Management Function and Behaviour MBA SEM 1
1st Block Assessment
Case Study
A young psychologist who had just joined the personnel staff of one of the major oil
companies was almost immediately contacted by the man in-charge of management
development about the possibility of conducting a program for the managers in research
and development (R & D). There was a serious problem; a number of top scientists had
been moved up into management, primarily to make it possible to pay them enough so they
would not be pirated away by other oil companies. Often these individuals knew practically
nothing about management and cared even less. As far as they were concerned their
satisfactions and rewards came from scientific research, not their “phony” management
positions. The problem was that they had subordinates who needed supervision, and they
had numerous other managerial responsibilities as well. Could a management development
program be devised that would help solve this problem? The psychologist believed that
something could be done, but he and the director of management development
encountered considerable skepticism on the part of top-level R & D management. They
recognized the problem but were not at all sure that management development was the
solution. Finally, the R & D vice president agreed to a pilot program for fifteen of his
managers whose judgement he particularly valued. There would be one session a week on
Tuesday afternoon, lasting about two hours, and if all went well the program would extend
to 10 weeks. If the program appeared promising in the opinion of this initial group, it would
be extended to additional groups of R&D managers as quickly as possible. The
psychologist was given a clear message that he was very much on trial with the initial
group.
The first session went very well right up to the lecture part and the question-and-answer
period. Then a chemist, who had a long string of pattern to his credit and whose research
2. was widely respected by the group, began to raise a series of questions about the scientific
validity of what the psychologist was saying.
His point was that the field of management was not a ‘real science’, was not grounded in
research, and had its origin in company folklore and ‘armchair philosophizing’. At least this
was the impression he had gained, and he wondered if the psychologist would like to
comment on this. The others seemed to have similar feelings, and it became apparent that
this particular group would be impossible to influence unless it was established that
management subject matter is grounded in science. The psychologist recognized that this
whole program might be in jeopardy.
Question 1 10 / 10 pts
The management development program was designed for
middle Level
Top Level
none of the above
Low Level
Question 2 10 / 10 pts
In the case described the top level executives in the organisation are concerned with
Management problems
Scientific Research problems
none of the above
all the problems in the organisation
Question 3 10 / 10 pts
The major objective of conducting management development program was
to
New Marketing concept
none of the above
Introduce a new product
Acquaint the employees with various management practices
Question 4 10 / 10 pts
3. The Management Development Program was conducteded in the
Human Resource department
Marketing Department
Research and Develpoment Department
none of the above
Question 5 10 / 10 pts
Pilot program was focused on a
Small samples
Both a & b
none of the above
Large Sample
Question 6 10 / 10 pts
Top scientist believed in
none of the above
Qualitative validity of the concepts
Scientific Validity of the concepts
Both a & b
Question 7 10 / 10 pts
Scientist believed that field of management is a
Real Science
none of the above
Both a&b
Real art
Question 8 10 / 10 pts
"""The psychologist recognised that this whole program might be in jeopardy"" implies"
It was a real mess
4. Poor Marketing Strategies
On Trial basis
Was A Success
Question 9 10 / 10 pts
The case focuses on
Improving the Performance of the employees.
Effective Leadership
Highlighting the Importance of Theory
Comparison between theory and scientific approach of management.
Question 10 10 / 10 pts
The young psychologist who had joined the personal staff was
Confused
thought it to be Challenging
none of the above
Thrilled
Quiz Score: 100 out of 100
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2nd Block Assessments
Case Study
5. XYZ Supply Co., Inc. is the largest wholesale distributor of roofing supplies in the United
States, and one of the nation's largest distributors of siding, tools, windows, other select
exterior building products and related supplies. Since our start in 1982, we've grown to
become a national organization with more than 500 branches and other facilities in 44
states, over $4 billion in sales, over 7,000 employees and a company that has won the
many Awards in the last six years in a row.
Business Situation
XYZ Supply Co. in the St. Louis market, which included 6 different locations, needed
immediate temporary workers to meet their staffing demands due to heavy storms that past
through the Midwest in the spring of 2012. They had never previously used a temp staffing
company locally, but due to the urgency, they made a decision to partner with Human
Resource Staffing. They made this decision due to the high number of employees they
needed to acquire and the lack of the resources they had locally in their HR Department.
The skill set, experience and education of the needed employees was a wide range and
would require
different recruiters to handle each. These positions included: warehouseman, general
labors, clerical,
purchasing, warehouse managers and inside sales. There was a time frame of 2 weeks to
set up and deliver a total of 140 people in the first month.
Solution Human Resource Staffing went to work immediately by first analyzing the
requirements and the amount of staff needed to produce the results in a short time frame.
We partnered with XYZ Supply's corporate human resource department, working closely
with them to make sure we were not only providing quality applicants,
but also ones that would fit with their award winning culture. We set up a one day job fair at
a local hotel with 3 of our recruiters, the VP of Sales, the Account Executive in charge of the
account, along with 2 corporate HR representatives from XYZ Supply's corporate office.
The team proceeded to do over 125 interviews for the day, with the goal of each interview
lasting no more10-15 minutes, and with a grading scale of 1-4 for each applicant. The day
after the job fair we then started re-contacting the top candidates to schedule a time to bring
them in for job specific testing, drug testing, reference and background checks so that offers
could be made. This was handled by the three Human Resource Staffing offices so that it
was geographically favorable for the final candidates depending on where they would be
placed at one of the 6 XYZ Supply locations. With any positions that there were not enough
quality candidates, Human Resource Staffing then
supplemented this with contacting current employees in our data base, ads on job boards,
employee
referrals, word of mouth and walk-ins to XYZ Supply stores. The Human Resource Staffing
Account
Executive went out and met with each one of the store managers individually at all 6
locations so that they could identify a good cultural fit that each manager was looking for in
their own store.
The Results
6. Within one month of the start of the project, Human Resource Staffing was able to provide a
total of 140 employees to XYZ Supply Inc during this very challenging time. It was not just
the quantity of the temporary workers, but also the quality that we were able to deliver.
Many workers worked an additional 8-32 hours of overtime weekly. This scope of business
continued for about 5 months until the production slowed down, and approximately 6 were
hired on permanently. XYZ Supply Inc said that they had tried this same process around the
country previously, but we were the only company to exceed their expectations.
Question 1 10 / 10 pts
"As per the case, the main objective of staffing is to
____________________"
Motivate the employees
Train the employees
Meet the staffing demands
All of the above
Question 2 10 / 10 pts
"The human resource staffing went for work in XYZ, by first"
development of the employees
analyzing the requirement
Job Description
None of the above
Question 3 10 / 10 pts
XYZ supply Co. was working for
Job specification
Job Description
Job analysis
None of the above
Question 4 10 / 10 pts
7. XYZ supply Co. described its process of
Recruitment
Selection
Both a&b
None of the above
Question 5 10 / 10 pts
XYZ supply Co. implied selection as a
Negative process
Positive Process
Neutral process
None of the above
Question 6 10 / 10 pts
H.R staffing of the company highlighted that the focus of HR department is
Quality applicants
Who could bend with the culture of the company
Right people at right place
All of the above
Question 7 10 / 10 pts
"Candidates were contacted by employee referrals, current employees in the database
These are _____________"
Various recruiting sources
Various Training techniques
Various appraisal techniques
All of the above
Question 8 10 / 10 pts
The organization/company when decides to transfer its present employees to
8. different jobs is called as
Appraisal
Job rotation
Recruitment process
None of the above
Question 9 10 / 10 pts
Approximately 6 were hired on permanently. This decision was based on
Training & Description
Job rotation
Selection
Appraisal
Question 10 10 / 10 pts
The case can be best summarized as
Challenges of staffing
Success of Staffing
Challenges of H.R
Process of recruitment and selection
Quiz Score: 100 out of 100
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Email: amitymbaassignment@gmail.com
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3rd Block Assessments
9. Case Study
Until the mid- 1970s, the name Kodak was synonymous with the yellow boxes in which it
marketed its products boxes symbolizing quality film, technically excellent cameras for
amateur photographers, and continued profits for investors. The company was known for its
determined self-alliance, even maintaining a herd of cattle to provide gelatin for its film
process. As an employer, Kodak was a lifetime safe bet for recent high-school and college
graduates, and company loyalty among its employees was of the sort more commonly
associated today with Japanese companies . There were no strikes in the U.S. plants, and
the family -like corporate culture-generous, hierarchical, conservative, fiscally sound-
pervaded the company and spun off benefits for the entire Rochester, new York,
community. But then the world changed very
quickly for kodak. Kodak had been slow to respond to new markets opening in its business.
Customer tastes had shifted from the cheap but dependable standard product, like familiar
Brownie or the Instamatic camera, to the sophisticated VCRs and feature-loaded instant
cameras. The electronic revolution made many more options available to amateur
photographers and radically altered the technology of the industry. The decline in the use of
silver halide film and subsequent increases in electronic image processes made kodak
aware of the success of the instant camera. But when Kodak ventured into the instant
camera market, it found itself involved in an embarrassing legal battle with Polaroid over
patents. On January 9, 1986, Kodak lost the court battle, and a week later laid off 500
employees. In addition, there was foreign competition in both cameras and film. While
Kodak still has the Lion’s share of the U. S. color film market, one Japanese firm, Fuji is
moving up fast in quality and the market share. In addition, high end sophisticated
equipment manufactures like Nikon and Minolta developed “ Point and shoot” cameras for
the amateur market as soon as electronic advances made these developments
possible.
In light of these troubles, Kodak has reorganized and trimmed its force work by some
12,000 people
worldwide. It may have to close down facilities worth $230 million. Its managers have begun
to pay more attention to the external environment and the changes in it. They have begun to
speed up their product development process and have made some acquisitions of
innovative companies. In addition, they have begun to rely on others for partnerships in
some business and have started ventures into biotechnology and electronic publishing.
Question 1 10 / 10 pts
Kodak sales decline because of
both a&b
Not being updated with the latest technology
Lack of knowledge about environmental factors
None of these
10. Question 2 10 / 10 pts
Name the various competitors of Kodak in the market as described in the
case
Nikon
Minolta
Fuji
All of the above
Question 3 10 / 10 pts
Which function Kodak failed to concentrate on
Lack of direction and management control
Lack of technological upgradation
Lack of communication
Lack of co-ordination
Question 4 10 / 10 pts
______________ management function of Kodak was most affected/hampered by it's
policies
Staffing
Planning
None of the above
Organizing
Question 5 10 / 10 pts
Kodak after realizing it's mistake focused on ______________
None of the above
Concentratetd on New Product Development process
Both a&b
The various environmental factors
11. Question 6 10 / 10 pts
Kodak's strategy of remaining in markets was focused on
Management control
Job Performance
Communication
Diversification
Question 7 10 / 10 pts
Initially Kodak was a _______________
Very Centralized
Decentralized
Dream company to work with
None of the above
Question 8 10 / 10 pts
Kodak failure to remain in market can be attributed to _____________________
Lack of perception about the market
None of the above
Conflict Management
Lack of motivation
Question 9 10 / 10 pts
Eastman Kodak journey can be best summarized as____________________
Kodak's effort to recapture the market
Kodak staffing policies
Kodak's journey from success to failure
None of the above
Question 10 10 / 10 pts
12. """Kodak was synonymous with the yellow boxes"" means"
Kodak was market followers
Kodak was market leaders
None of the above
Kodak was market competitors
Quiz Score: 100 out of 100
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4th Block Assessments
Case study
“Jack and the People Factory”
Monday, September 17, 2001
In over two decades as CEO, Welch boosted GE’s market cap by nearly half a trillion
dollars. Clearer proof of a CEO’s shrewdness and business wisdom would be heard to find.
Yet reconstructing his career for the book, says Welch, brought a revelation: “ I was
surprised by how many of the insights I got to in my career were there at the beginning, I
just wish I’d moved faster. It took me 20 years to do what clearly could have been done in
ten.”
I had been working at GE for a year as an engineer making $10,500 when my boss handed
me a
$1,000 raise. I was okay with it-until I found out later that day that I’d gotten exactly what all
four of us sharing an office received. I thought I deserved more than what my boss called
the “standard” increase. I talked to him, but the discussion went nowhere. So, I quit. Shortly
13. after, a young executive based in Connecticut invited Carolyn and me to dinner at a
restaurant in Pittsfield. Over dinner, for four straight hours, he was hell-bent on keeping me
at GE. He promised to get me a bigger raise and more important, vowed to keep the
company bureaucracy out of my way. By adding $2000 to the $1,000 raise and promising
an increase in responsibility and cover from the bureaucracy the young executive showed
me he really cared.
Ever since that time, differentiation has been a basic part of how I manage. But
differentiation is all about being extreme, rewarding the best and wedding out the
ineffective. Rigorous differentiation delivers real stars-and stars build great businesses.
Obliviously, I wasn’t a natural fit for the corporation. I had little respect or tolerance for
protocol.
Facing reality and performing became the mantra of GE under Welch. He gradually rebuilds
the company into what he calls a “people factory” that generated success by richly
rewarding talented managers and relentless culling inferior ones. Welch explains how
differentiating between good and bad performers, the lesson he learned as a young plastics
engineer of a global corporate giant.
In a company with more than 300,000 employees and 4,000 senior managers, we need
more than just
touchy-feely good intentions. There has to be a structure and logic so that every employee
knows the rules of the game. Rigor is what brings our people system to life. Every year we’d
ask each of GE’s businesses to identify the people in their organizations whom they
considered in the top 20%, the middle 70%, and finally the bottom 10%. If there were 20
people on the management staff, we wanted to know the four in the top 20 % and the two in
the bottom 10%-by name, position, and compensation. The underperformers generally had
to go.
Question 1 10 / 10 pts
The case _____________________________ is about
all of the above
Motivating
Decision Making
effective leadership
Question 2 10 / 10 pts
The case is a description about
None of the above
14. Effective leadership
Work Dissatisfaction
Both a&b
Question 3 10 / 10 pts
Rigorous differentiation in the case is described as
Lay off as per the work
all of the above
work based promotions
work based incentive
Question 4 10 / 10 pts
The greatest motivation for the employees in the case is
None of the above
Right appraisal
Salary
competition
Question 5 10 / 10 pts
"""Welch boosted GE's market up by nearly half a trillion dollars"" means"
knows competitors
Welch is an effective leader
understands market well
none of the above
Question 6 10 / 10 pts
Welch's style of leadership is _______________
Intellectual
charismatic
autocratic
15. democratic
Question 7 10 / 10 pts
The decisions regarding the underperformers fall under the category of
Basic decisions
Routine decisions
Strategic decisions
Tactical Decisions
Question 8 10 / 10 pts
Welch's role as CEO can be best described as
Both a&b
Building high morale
an inspiration to employee
None of the above
Question 9 10 / 10 pts
Welch in the beginning talked about
his failure
None of the above
expressed his lack of insights
was not technology savvy
Question 10 10 / 10 pts
The case can be best summarized as
None of the above
Different styles of motivating employees
Different styles of Staffing
Different styles of Compensation
Quiz Score: 100 out of 100
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5th Block Assessments
Case Study
IBM decentralized its European operations in 1968 in order to allow local managers to react
more quickly to local problems. IBM’s relatively centralized structure had been responsible
for poor customer service and higher costs. The first step in the European reorganization
involved major delegation of authority to local subsidiaries in each notion. Most of the
delegation involved marketing functions and the need to get closer to different consumer
groups. The second step split local subsidiaries into two groups, each reporting to IBM
Europe’s Paris headquarters. One group consisted of the three largest and fastest growing
customer countries- France, Italy and West Germany. The other group consisted of the
other countries.
The next year, sales and profits rose, but not enough for IBM’s top management. So in
1987, 40 percent of the Paris headquarters staff was reduced in order to cut administrative
cost. Efforts were made to make the European operation more independent, so that it could
deal with European problems as European. Each subsidiary was instructed to negotiate
main frame sales independently and to be more responsive to local needs, Indeed the
streamlining and decentralizing of IBM Europe countries.
Question 1 10 / 10 pts
The case of IBM highlights that the company is now following
Decentralization
span of control
Chain of command
centralisation system
Question 2 10 / 10 pts
17. IBM was now following _________________ of authority
None of the above
Delegation
Unity of command
Centralization
Question 3 10 / 10 pts
All effects of IBM lead to ________________
None of the above
New types of organization structure
No Substantial increase in profits
Proper decentralization
Question 4 10 / 10 pts
IBM followed ____________ to connect to local customers
Decentralization
Both a&b
Centralization
None of the above
Question 5 10 / 10 pts
The decision of IBM to split into 2 steps is a part of
None of the above
Departmentation
Both a&b
Delegation
Question 6 10 / 10 pts
IBM was not able to gain profits because of its _____________ organization
system
18. Decentralized organization system
Centralized organization system
Poor organization system
None of the above
Question 7 10 / 10 pts
IBM's new strategies aimed at
Differentiating between power and authority
Differentiating line & staff
differentiated between centralization and decentralization
differentiating between different types of organization
Question 8 10 / 10 pts
Each subsidiary was instructed to negotiate mainframe roles independently
implies
All of the above
IBM changed the organization structure
IBM followed span of control
IBM implemented the delegation of authority
Question 9 10 / 10 pts
The IBM's changing strategy is to
Both a&b
Change the organization policies and structure to connect to local customer
None of the above
increase profits
Question 10 10 / 10 pts
IBM's case can be best summarized as
Organization structure at IBM
19. Centralizing at IBM
Authority at IBM
Decentralizing at IBM
Quiz Score: 100 out of 100
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Full Syllabus Assessment
Case Study
Hiring contingent workers can be a blessing for both organization and individual. Contingent
workers provide employers with a rich set of diverse skills on an as-needed basis. In
addition, hiring precisely when the specific work is to begin is cost effective. Moreover,
individuals who desire to work less than full time are also given the opportunity to keep their
skills sharp. At the same time, being contingent workers permits them to balance their
commitment to personal matters and their careers. Many of the blessing s for individuals,
however, resolve around the central assumption that an individual chooses to be a
contingent worker. Unfortunately, such an assumption is not always valid. Jobs in the global
village have shifted in terms of requisite skills and locations, and that trend is expected to
continue. Consequently, the involuntary contingent workforce is expected to grow in the
years ahead.
Being part of the contingent workforce, even if not by choice, might not be so bad if
employees receive benefits that organizations typically provide to their full-time permanent
employees. For instance, as a contract worker, you are required to pay all of your Social
security premiums. For core and some part-time employees, the employees and the
employer share in this “tax”, so some of that “extra” hourly rate of the contingent worker is
taken away as an expense. Added to Social security are such things as paying for one’s
health insurance. Buying health insurance through an organization that receives group rates
is
generally cheaper than having to buy the insurance yourself. Another expense for the
contingent worker is having to pay for one’s office supplies and equipment. As for time off
with pay benefits, forget about it.
20. Vacation, holidays, sick leave? It’s simple. Take all you want. But remember, when you
don’t work, you don’t get paid!
Nearly two decades ago there were 619,000 temporary jobs in the United States. Today
that number is over 14 million. Similar trends have also been witnessed in Europe and Asia.
How do employees feel about this growth in temporary work? Even though some
employees appear to prefer the flexibility their contingent status affords them, it’s probably
accurate to say that the majority of the workforce prefers permanent, full time employment.
But in a world of rapid change, permanent employees sometimes limit management’s
flexibility. A large permanent workforce, for example, restricts management’s option and
raises costs of firms that suffer the ups and downs of market cycles. So, we can expect
employers to increasingly rely on
temporaries to fill new and vacated positions.
Surveys of U.S. managers reveal significant differences in values, attitudes, and beliefs that
they personally hold and what they encounter in the workplace and this discrepancy is not
simply a U.S. phenomenon.
Managers around the world , in such places as the Pacific Rim, Europe, and India are all
facinf the same predicaments.
Question 1 10 / 10 pts
Contingent workers can maintain
good finance
rare skills
work life balance
All of the above
Question 2 10 / 10 pts
Contingent workers receive ____________ benefits as compared to full time
workers
none of the above
less
more
equal
Question 3 10 / 10 pts
21. The management trend of hiring contingent workers is
All of the above
a blessing
is cost effective
need of an hour
Question 4 10 / 10 pts
Hiring Contingent workers is becoming a ________ trend in todays scenario.
Unpopular
Mandatory
Popular
None of the above
Question 5 10 / 10 pts
Contingent workers are ________________ to an organization
All of the above
liability
beneficial
loyal
Question 6 10 / 10 pts
Hiring Contingent workers is a decision taken by
Low level Management
Top Level Management
Middle level management
None of the above
Question 7 10 / 10 pts
The scenario 1 can be best summarized as
Opportunities for employees
22. COntingent workers- A blessing or a disguise
None of the above
employment trend of next decade
Question 8 10 / 10 pts
The scenario 2 describes the difference of ___________
thoughts
nature
None of the above
Attitudes
Question 9 10 / 10 pts
"If your manager directs you to do some work, against the values and beliefs
. It is called as _______"
Unethical Organisation
Ethical organisation
Competitive
None of the above
Question 10 10 / 10 pts
Scenario 2 can be best described as
Management versus employees thinking
"Values , beliefs of the organisation"
Ethics in management around the globe
none of the above
Quiz Score: 100 out of 100
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Live Interactive Session Test
Question 1 10 / 10 pts
Managerial skills required a top level
Human Skills
Conceptual skills
Technical Skills
None of the above
Question 2 10 / 10 pts
____________ Thoery is referred to as behavioural science approach
focused more on human and social aspects of the workers
Neo Classical Theory
Classical Management
Modern Organization
None of the above
Question 3 10 / 10 pts
Planning helps in
Unifying Framework
reduces the risk of uncertainity
Improves morale
All of the above
24. Question 4 10 / 10 pts
"____________ is deciding in advance what to do, how to do it, when to do it and who has
to do it."
Organizing
Staffing
Planning
Directing
Question 5 10 / 10 pts
MBO stands for
Management for Objectives
Measuring by Objectives
Management by Objectives
None of the above
Question 6 10 / 10 pts
"In ___________ organization charts, the flow of authority passes from top to bottom"
Vertical Charts
Horizontal Charts
Circular Charts
None of the above
Question 7 10 / 10 pts
Span of Control refers to
difference between authority and responsibility
One reporting superior
The number of subordinates a supervisor has
None of the above
Question 8 10 / 10 pts
25. Organizations should strive to promote Team spirit and Unity
Espirit de corps
Authority
Discipline
Division of work
Question 9 10 / 10 pts
"When employees are specialized, output can increase because they
become increasingly skilled and efficient"
Authority
Discipline
Division of work
None of the above
Question 10 10 / 10 pts
________ Is a relatively permanent change in behaviour that occurs as a
result of persons interaction with the environment
Perception
Learning
Personality
None of the above
Question 11 10 / 10 pts
_________________ is a phenomena of using power and manipulative skills
to achieve personal gains
Group
Leadership
Politics
None of the above
26. Question 12 10 / 10 pts
____________ is the number of different levels of authority and command in
the organization structure
Scalar chain
Span of Control
Unity of command
None of the above
Question 13 10 / 10 pts
When decisions are made closer to the customer is called as
Centralization
Decentralization
Unity of command
None of the above
Question 14 10 / 10 pts
______________ is the ability of a manager to share his burden with others
Authority
responsibility
Delegation
None of the above
Question 15 10 / 10 pts
Stages of group development begins with
Storming
Performing
Mourning
Forming
Quiz Score: 150 out of 150
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