The manager of Motors and More needs to develop a recruitment and retention plan to hire additional employees due to increased product demand. The plan calls for hiring 11 new employees across various departments including manufacturing, operations, sales, marketing, customer service and HR. The company also has a high employee turnover rate that needs to be addressed through improved promotion practices, incentives, flexible work arrangements and training programs. Finally, the summary establishes the need for an HR department to help streamline recruitment and retention functions.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
HR ORGANIZATIONAL DESIGN 1
HR ORGANIZATIONAL DESIGN 2
HR Organization Design
January 18, 2015
HR Organization Design
The HR Department plays a critical role in ensuring that the organization’s vision is aligned to the strategy. There are various HR components in Motors and More that need to be streamlined in order to reduce the number of HR employees and simplify the recruitment, hiring, training and monitoring functions in the organization. Currently, there is no functional HR department at the organization. For Motors and More to realize its strategic goals, one of the new strategies will be instituting a functional HR department in the organization. This department will be responsible for various functions including recruitment, promotions, safety, employee relations, compliance, training and development as well as benefits and compensation (Mathis, Jackson, & Valentine, 2013). A lean HR department will enable Motors and More to make cost savings while catering to the needs of all the diverse employees in the organization.
In the new structure, the HR Director will be at the helm of the department. The holder of this position will be responsible for overseeing the day-to-day running of the department. He/she will also have the responsibility of allocating the necessary resources required for optimal functioning of the department. In addition, the HR Director at Motors and More will be responsible for advising and counseling other departmental heads on issues pertaining to the development of policies that govern employment, organizational relations, employee development as well as training needs of the organization (Arthur, 2004). The company expects the HR director and other senior executives to display high levels of integrity, accountability and ethical conduct when dispensing their duties. Motors and More HR Director will also have the responsibility of studying new and existing regulations in order to ensure that the company complies with all the established federal and state laws governing the manufacturing industries. The position of the director will only have one qualified individual.
Assisting the director in the HR department will be a number of managers. One will be the HR manager for diversity at Motors and More. This manager will be responsible for coming up with policies that foster tolerance and inclusivity at the organization. A primary function of the holder of this position will be coming up with ways of empowering the Kurdish and Hispanic employees to participate more actively in organizational processes. The manager will propose policies that can help in integrating these minority groups into the mainstream organizational culture of Motors and More. The other major responsibility of the HR diversity manager will be overseeing the training and development.
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
Running head FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS. .docxwlynn1
Running head: FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 2
Overcoming International Talent Acquisition And Workforce Development Challenges
The international market demands that companies acquire a talented workforce and
develop them so that they can remain relevant in the business and organizational setting.
However, various challenges make it quite hard for firms to hire and maintaining a talented
workforce. Some of the challenges include a satisfying job environment, a gratifying salary,
diversified workforce who can work in any country, and the ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent requires that there be
multichannel sourcing of the workforce through both the social media and digital process
because it allows a company to have significant numbers of applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the interview process should cover all
the essential aspects of the expected duties and objectives of the company. With the simulation
systems and automated digital sources, organizations successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered screening and evaluation tools to
enhance the interview and requisition of management to have recruiters and hiring process as
positively impressive as possible. Once the workforce who are talented are hired, a company
should work to train and offer them learning opportunities that will make them both more
efficient in their line of specialization and related ones.
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 3
Additionally, the provision of high compensation is another thing a company should offer
even though it is important the compensation suits within the budgetary estimates and is reliably
assessed before one is offered the amount (International Labour Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best (Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the digital solution and assessing the
workforce. Overall, the international HR management sector will increase performance,
productivity, and boost the reputation of the company. The process can also enhance efficient
global management of the workforce and generation of objectives in the international business.
Integrating Self-Managing Teams and HR Processes
Self-Managed Teams have been projected to be a productivity step forward for
organizations since the 1990s. Several businesses have reported on the success result from the
self-managed teams, and the SMTs have also received momentum from people .
The human resource planning process is one of the main responsibilities of the HR Manager. But at present this responsibility does not solely come under the HR Managers context since it directly affects the profitability of the company consequently.
What is Human Resource Management (HRM)? Brief Introduction!Assignment Task
Acquire a more in-depth understanding of Human Resource Management (HRM) from experienced professionals. HRM is a holistic and strategic approach to effectively managing individuals and cultivating a positive work environment. For top-notch and immediate assistance, come to us.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
HR ORGANIZATIONAL DESIGN 1
HR ORGANIZATIONAL DESIGN 2
HR Organization Design
January 18, 2015
HR Organization Design
The HR Department plays a critical role in ensuring that the organization’s vision is aligned to the strategy. There are various HR components in Motors and More that need to be streamlined in order to reduce the number of HR employees and simplify the recruitment, hiring, training and monitoring functions in the organization. Currently, there is no functional HR department at the organization. For Motors and More to realize its strategic goals, one of the new strategies will be instituting a functional HR department in the organization. This department will be responsible for various functions including recruitment, promotions, safety, employee relations, compliance, training and development as well as benefits and compensation (Mathis, Jackson, & Valentine, 2013). A lean HR department will enable Motors and More to make cost savings while catering to the needs of all the diverse employees in the organization.
In the new structure, the HR Director will be at the helm of the department. The holder of this position will be responsible for overseeing the day-to-day running of the department. He/she will also have the responsibility of allocating the necessary resources required for optimal functioning of the department. In addition, the HR Director at Motors and More will be responsible for advising and counseling other departmental heads on issues pertaining to the development of policies that govern employment, organizational relations, employee development as well as training needs of the organization (Arthur, 2004). The company expects the HR director and other senior executives to display high levels of integrity, accountability and ethical conduct when dispensing their duties. Motors and More HR Director will also have the responsibility of studying new and existing regulations in order to ensure that the company complies with all the established federal and state laws governing the manufacturing industries. The position of the director will only have one qualified individual.
Assisting the director in the HR department will be a number of managers. One will be the HR manager for diversity at Motors and More. This manager will be responsible for coming up with policies that foster tolerance and inclusivity at the organization. A primary function of the holder of this position will be coming up with ways of empowering the Kurdish and Hispanic employees to participate more actively in organizational processes. The manager will propose policies that can help in integrating these minority groups into the mainstream organizational culture of Motors and More. The other major responsibility of the HR diversity manager will be overseeing the training and development.
Running head STAFFING THE HUMAN RESOURCE DEPARTMENT .docxtoltonkendal
Running head: STAFFING THE HUMAN RESOURCE DEPARTMENT 1
STAFFING THE HUMAN RESOURCE DEPARTMENT 7
Staffing the Human Resource Department
Johnell Davis
Dr. L. Love
HRM 599
August 16, 2017
Human Resource Functions and Significance
The Maximum Extermination Pest Control (MEPC) is the company I chose as the key company in trying to create a comprehension of the various human resource functions in the market. For understanding the company’s business strategy, the human resource department developed a strategy made up of staff with detailed information. The staff also comprised of highly innovative and creative individuals with an exceeding initiative. The team comprised of a strong sales status; marketing and recruitment skills; benefits and compensation standards; and a good corporate reputation that defines high-quality customer service. Whenever a firm develops an efficient human resource department, it enables its operations to acquire a good structure and the capability to meet its goals since the department allows it to manage its most valuable resources, employees, and the human capital. Three key human resource functions tend to exist in such a company. The human resource functions possess a significant status when it comes to adding value to the human resource department about the vision and mission of the Maximum Extermination Pest Control Company. The human resource functions also influence the process of recruitment, compliance, and the aspect of benefits and compensation. For the company to acquire the right skills and the specific staff, it should come up with an aptitude to train and develop the needed skills.
The management may have to devise an in-house team for the recruitment process to enable the right strategies in developing the workforce of the company. As with the external recruiters, the responsibilities and their roles need to be advertised to the market to source for the right candidates, screen the applicants, and undertake interviews. The human resource department needs to coordinate with the different managers to influence the final selection of the desired candidates. The success found in the recruitment process and the significance of the roles of the individuals involved is meant to develop the company’s workforce. The different efforts of the individuals found in the human resource department tend to have a positive and desired contribution to the success of the company (Nyberg, Moliterno, Hale Jr, & Lepak, 2014). The company needs to develop a reward system to boost their morale and influence high performance. The performance measures may have a basis on the number of the positions that they need to be filled and the amount of time required filling the positions. The second function of the human resource may comprise of the benefits and compensation function ...
Running head FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS. .docxwlynn1
Running head: FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 2
Overcoming International Talent Acquisition And Workforce Development Challenges
The international market demands that companies acquire a talented workforce and
develop them so that they can remain relevant in the business and organizational setting.
However, various challenges make it quite hard for firms to hire and maintaining a talented
workforce. Some of the challenges include a satisfying job environment, a gratifying salary,
diversified workforce who can work in any country, and the ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent requires that there be
multichannel sourcing of the workforce through both the social media and digital process
because it allows a company to have significant numbers of applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the interview process should cover all
the essential aspects of the expected duties and objectives of the company. With the simulation
systems and automated digital sources, organizations successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered screening and evaluation tools to
enhance the interview and requisition of management to have recruiters and hiring process as
positively impressive as possible. Once the workforce who are talented are hired, a company
should work to train and offer them learning opportunities that will make them both more
efficient in their line of specialization and related ones.
FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS 3
Additionally, the provision of high compensation is another thing a company should offer
even though it is important the compensation suits within the budgetary estimates and is reliably
assessed before one is offered the amount (International Labour Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best (Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the digital solution and assessing the
workforce. Overall, the international HR management sector will increase performance,
productivity, and boost the reputation of the company. The process can also enhance efficient
global management of the workforce and generation of objectives in the international business.
Integrating Self-Managing Teams and HR Processes
Self-Managed Teams have been projected to be a productivity step forward for
organizations since the 1990s. Several businesses have reported on the success result from the
self-managed teams, and the SMTs have also received momentum from people .
The human resource planning process is one of the main responsibilities of the HR Manager. But at present this responsibility does not solely come under the HR Managers context since it directly affects the profitability of the company consequently.
What is Human Resource Management (HRM)? Brief Introduction!Assignment Task
Acquire a more in-depth understanding of Human Resource Management (HRM) from experienced professionals. HRM is a holistic and strategic approach to effectively managing individuals and cultivating a positive work environment. For top-notch and immediate assistance, come to us.
Running Head: IT AND DECISION MAKING 1
7
IT AND DECISION MAKING
Comment by Lawrence Gross: See instructions no running head required
Stage 1: Analysis and System Recommendation on MTC
Joshua D. Musick
IFSM 300
Professor: Lawrence Gross
March 31, 2019
University of Maryland University College
Introduction
The reports shows the progress which the MTC company has managed to achieve in the last year years of its operation. The company has relatively succeeded in the IT consulting field and this can be measured by the number of clients it has managed to serve. The company management believes that success in information technology can only be realized through the identification of best talents within the consulting field and having a preference for best operation practices (Adler, 2007). Undoubtedly, the company exist in a competitive field and the IT world is equally demanding and harsh to any laxity in operation structure. The MTC structure of hiring process is responsive to technology compared to the manual hiring process. This report puts together the evaluation, analysis, and recommendation on how MTC can use technology to bring the existing gaps.
Use of Information technology Comment by Lawrence Gross: Your paper does not adhere to the prescribed outline.
The organization strategy
The MTC Company has plans to provide good consultation services for its clients. To achieve its objective the company, needs to get the best workforce on its projects in order to give the client companies evidence-based recommendations (Orges Ormanidhi, 2008). The company services are highly affected by the ever dynamic technology and, therefore, the company management appreciate the need to improve and use trending technologies to develop methods and practices in its operation and business (Wei zheng, 2010). The hiring structure considers the emerging trends despite the fact that the company is still using manual hiring structure. The MTC needs to advance and improve the its hiring process by ensuring it is technology-driven. An IT based hiring system positively affect the company structure and ensure consulting company have best practices in the market.
Competitive advantage
MTC operate in business field which is highly competitive. The company faces competition from Hewlett Packard and Booz Allen Hamilton who have already robust IT domain. Developing a better hiring process will push MTC to higher competitive levels and increase its attractiveness in the industry. Information from the hiring system will make the company make informed decisions in placements of new workers (Michael E Porter, 1985). The hiring system will make MTC identify and attract talented workers hence foot off the competitors. Continuous update of the business concept will help the company reduce threat of substitution (Wei zheng, 2010). It also boost the position of the company in market.
Strategic objectives.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Running head STRATEGY, PLANNING, AND SELECTION .docxjeanettehully
Running head: STRATEGY, PLANNING, AND SELECTION 1
STRATEGY, PLANNING, AND SELECTION 10
Strategy, Planning, and Selection
STUENT NAME
PROFESSOR
COURSE#
DATE
Introduction
As a director-level, Human Resource (HR) manager for the best-in-class “Holman Incorporation Company” this proposal will provide guidance and clarity regarding the current interview process regarding the strategy, planning and selection of new hires for the company. As a director-level HR manager, the aim is to build and sustain a competitive and profitable organization. Therefore, the focus as an HR manager is to emphasize on personnel, systems, and policies. They determine the benefits enjoyed by the workers in the firm, manage the recruitment process, development, and training of the new hires (Noe, Hollenbeck, Gerhart, & Wright, 2008). An additional focus for an HR manager is ensuring the company can achieve success utilizing highly qualified personnel. HR professionals organize the human capital for a specific firm and focus on the implementation of processes and policies within the firm (Noe et al., 2017).
Strategies of the HRM
Cost Leadership
An HR manager should ensure that all operations within the organization are performed at the lowest cost possible. The production cost for goods or services within an organization should be reduced as much as possible. However, despite the reduction in production costs, the products may be provided to the customers at favorable and profitable prices. Thus, increasing sales and buffering organizational gains. In some cases, they may opt to keep costs low to ensure they maintain a competitive edge over the others in the market. Charging better rates or similar pricing for products as competitors implies that the profit margin of the firm will improve, whereas the competitors gain limited income/profit depending on their production cost incurred for products.
However, things can be tricky if targeted customers question the low price of a given product compared to those of its competitors. Some people may even consider the goods and services as sub-standard, assume that the products are not reliable or legit and may not buy them. Thus, before considering this strategy, HR managers should be aware of the pros and cons of the idea (Noe et al., 2017). Therefore, HR managers should advise the organizational leadership on the proper measures to take when managing changes to avoid activities that may reduce profit for the company.
Differentiation
In this strategy, a firm puts in place measures to create an impression of difference in the mind of the potential consumer concerning the services and goods of a given organization. The customer is made to believe that the products are superior compared to those produced by other organizations. The feature of a particular product should be striking to all potential consu ...
Milestone 1 The human resource segment is a significant body of.docxARIV4
Milestone 1:
The human resource segment is a significant body of an organization or company or any
business body. Anytime the human resource department is mandated in processes of
development and implementation; these processes at any given point should align with the
companies or organizations strategic plans and mission. The human resource departments
undertake various functions such as management of performance, recruitment, compensation,
and training. These roles are essential to an organization, but there is the need for strategic
planning to enable the functions to add value by promoting development and ensure productivity
in the organization (Buller, & McEvoy, 2012). Therefore, it’s crucial to align human resource
functions with an organizational strategic plan.
For a company to have an excellent strategy delivery the human resource must be
incorporated; this enables the human resource department to ensure the choice of the qualified
personnel who will deliver the organizations ambition and enhance development. Secondly, the
alignment ensures adequate training and development. Lastly, there is improved recruitment and
retention of employees, therefore, giving them job security hence more productivity.
The Maersk industry has brought a significant impact when it comes to human resource
management practices within an organization. The industry has incorporated human resource,
and strategic planning and these have enabled the industry to recruit qualified personnel, training
of the staff and lastly retention of the hired employees. Besides that, the fact that the human
resource management has been aligned by strategic management, there has been improved plan
delivery which has largely contributed to productivity in the industry.
The Maersk Company incorporated both the internal and external recruitment strategies.
In the early years the internal recruitment strategy was primarily incorporated. In this approach,
individuals were recruited right after school. Trained for two years and then allowed to work in
the various sectors in the organization. While in the external kind of recruitment, individuals who
are qualified outside the organization were hired to work.
Between the year two thousand and eight and two thousand and twelve under the new
management of Allen as the human resource; the human resource department was aligned with
strategic planning making the company fit in the twenty-first century. The company came up
with a few strategies that were to govern the recruitment process (Groysberg, & Abbot, 2012).
External recruitment was incorporated. To support the growth of the industry experienced
personnel and managers were to be recruited. To meet the needs of the industry recruitment was
based on experience and training was increased for the employees in place.
Nevertheless, the Maersk industry focused on performance therefore for the employees
who underperformed were retrenched; this is an exercise that was never performed before. ...
1-Racism Consider the two films shown in class Night and Fog,.docxcatheryncouper
1-Racism:
Consider the two films shown in class "Night and Fog", and "Mr. Tanimoto's Journey". What do you think are the salient similarities, if any? What are the crucial differences? Why?
2- Slavery New & Old
Bales notes that New Slavery is very different from Old Slavery. What are some of the differences he describes? What are the links between New Slavery and the Globalized Economy?
Bales also notes that there are things we each can do to end slavery, but that this requires taking a "very dispassionate look at slaves as a commodity" (Bales 250). Why?
Finally, he suggests that activism without a broad-based explanatory framework is worse than none at all. Why does he think so? Do you agree? Why or why not?
3- Human- The Film
How, if at all, does the film "Human" resonate with or reflect themes explored in What Matters? Which of the characters was most compelling to you, and why?
4- Culture and Power Create Scarcity
Recognize that power and culture are inseparable, one does not exist without the other, and currently the dominant form of culture is based upon industrial production requiring essentially infinite energy supplies – which do not in fact exist. So we collectively face a terrible problem. And yet the greatest burden of this problem is being borne by those least able to do anything about it, while at the same time those who benefit most from the economic inequalities imposed by the culture of industrial production and imposed scarcity are unwilling or unable to recognize that things cannot continue as they are. This is our dilemma; one we must solve now or ignore and risk facing unimaginable chaos later.
Concerned about the ultimate implications of his theories about space, time and energy, Einstein pointed out that 20th century problems would never be solved by 19th century thinking. Indeed, by the same token, 21st century problems will not be solved with 20th century thinking either. The same can be said for oversimplified false dichotomies between 'conservatives' and 'liberals' and particularly 'capitalism' and 'communism'. The latter pair of binary opposites are 19th century ideas while the former are legacies of the 20th century.
We are well beyond the political and economic circumstances that informed such artificially limited conceptualizations of the human condition in many, many ways. And yet, these same tired inaccurate philosophical cages are still supposed to encompass the almost infinite variety and subtleties of contemporary global and local political economies? This is essentially the problem Einstein was concerned with when he noted the conceptual poverty of such willed ignorance. Our technological capacity has outstripped our cultural mechanisms of maintaining social control (consider greed: how much is enough?) and exacerbated our ability to impose physically violent solutions to complex and entirely negotiable problems. Our challenge now is to reassert the primacy of compassion and respect for differenc.
Running Head: IT AND DECISION MAKING 1
7
IT AND DECISION MAKING
Comment by Lawrence Gross: See instructions no running head required
Stage 1: Analysis and System Recommendation on MTC
Joshua D. Musick
IFSM 300
Professor: Lawrence Gross
March 31, 2019
University of Maryland University College
Introduction
The reports shows the progress which the MTC company has managed to achieve in the last year years of its operation. The company has relatively succeeded in the IT consulting field and this can be measured by the number of clients it has managed to serve. The company management believes that success in information technology can only be realized through the identification of best talents within the consulting field and having a preference for best operation practices (Adler, 2007). Undoubtedly, the company exist in a competitive field and the IT world is equally demanding and harsh to any laxity in operation structure. The MTC structure of hiring process is responsive to technology compared to the manual hiring process. This report puts together the evaluation, analysis, and recommendation on how MTC can use technology to bring the existing gaps.
Use of Information technology Comment by Lawrence Gross: Your paper does not adhere to the prescribed outline.
The organization strategy
The MTC Company has plans to provide good consultation services for its clients. To achieve its objective the company, needs to get the best workforce on its projects in order to give the client companies evidence-based recommendations (Orges Ormanidhi, 2008). The company services are highly affected by the ever dynamic technology and, therefore, the company management appreciate the need to improve and use trending technologies to develop methods and practices in its operation and business (Wei zheng, 2010). The hiring structure considers the emerging trends despite the fact that the company is still using manual hiring structure. The MTC needs to advance and improve the its hiring process by ensuring it is technology-driven. An IT based hiring system positively affect the company structure and ensure consulting company have best practices in the market.
Competitive advantage
MTC operate in business field which is highly competitive. The company faces competition from Hewlett Packard and Booz Allen Hamilton who have already robust IT domain. Developing a better hiring process will push MTC to higher competitive levels and increase its attractiveness in the industry. Information from the hiring system will make the company make informed decisions in placements of new workers (Michael E Porter, 1985). The hiring system will make MTC identify and attract talented workers hence foot off the competitors. Continuous update of the business concept will help the company reduce threat of substitution (Wei zheng, 2010). It also boost the position of the company in market.
Strategic objectives.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Running head STRATEGY, PLANNING, AND SELECTION .docxjeanettehully
Running head: STRATEGY, PLANNING, AND SELECTION 1
STRATEGY, PLANNING, AND SELECTION 10
Strategy, Planning, and Selection
STUENT NAME
PROFESSOR
COURSE#
DATE
Introduction
As a director-level, Human Resource (HR) manager for the best-in-class “Holman Incorporation Company” this proposal will provide guidance and clarity regarding the current interview process regarding the strategy, planning and selection of new hires for the company. As a director-level HR manager, the aim is to build and sustain a competitive and profitable organization. Therefore, the focus as an HR manager is to emphasize on personnel, systems, and policies. They determine the benefits enjoyed by the workers in the firm, manage the recruitment process, development, and training of the new hires (Noe, Hollenbeck, Gerhart, & Wright, 2008). An additional focus for an HR manager is ensuring the company can achieve success utilizing highly qualified personnel. HR professionals organize the human capital for a specific firm and focus on the implementation of processes and policies within the firm (Noe et al., 2017).
Strategies of the HRM
Cost Leadership
An HR manager should ensure that all operations within the organization are performed at the lowest cost possible. The production cost for goods or services within an organization should be reduced as much as possible. However, despite the reduction in production costs, the products may be provided to the customers at favorable and profitable prices. Thus, increasing sales and buffering organizational gains. In some cases, they may opt to keep costs low to ensure they maintain a competitive edge over the others in the market. Charging better rates or similar pricing for products as competitors implies that the profit margin of the firm will improve, whereas the competitors gain limited income/profit depending on their production cost incurred for products.
However, things can be tricky if targeted customers question the low price of a given product compared to those of its competitors. Some people may even consider the goods and services as sub-standard, assume that the products are not reliable or legit and may not buy them. Thus, before considering this strategy, HR managers should be aware of the pros and cons of the idea (Noe et al., 2017). Therefore, HR managers should advise the organizational leadership on the proper measures to take when managing changes to avoid activities that may reduce profit for the company.
Differentiation
In this strategy, a firm puts in place measures to create an impression of difference in the mind of the potential consumer concerning the services and goods of a given organization. The customer is made to believe that the products are superior compared to those produced by other organizations. The feature of a particular product should be striking to all potential consu ...
Milestone 1 The human resource segment is a significant body of.docxARIV4
Milestone 1:
The human resource segment is a significant body of an organization or company or any
business body. Anytime the human resource department is mandated in processes of
development and implementation; these processes at any given point should align with the
companies or organizations strategic plans and mission. The human resource departments
undertake various functions such as management of performance, recruitment, compensation,
and training. These roles are essential to an organization, but there is the need for strategic
planning to enable the functions to add value by promoting development and ensure productivity
in the organization (Buller, & McEvoy, 2012). Therefore, it’s crucial to align human resource
functions with an organizational strategic plan.
For a company to have an excellent strategy delivery the human resource must be
incorporated; this enables the human resource department to ensure the choice of the qualified
personnel who will deliver the organizations ambition and enhance development. Secondly, the
alignment ensures adequate training and development. Lastly, there is improved recruitment and
retention of employees, therefore, giving them job security hence more productivity.
The Maersk industry has brought a significant impact when it comes to human resource
management practices within an organization. The industry has incorporated human resource,
and strategic planning and these have enabled the industry to recruit qualified personnel, training
of the staff and lastly retention of the hired employees. Besides that, the fact that the human
resource management has been aligned by strategic management, there has been improved plan
delivery which has largely contributed to productivity in the industry.
The Maersk Company incorporated both the internal and external recruitment strategies.
In the early years the internal recruitment strategy was primarily incorporated. In this approach,
individuals were recruited right after school. Trained for two years and then allowed to work in
the various sectors in the organization. While in the external kind of recruitment, individuals who
are qualified outside the organization were hired to work.
Between the year two thousand and eight and two thousand and twelve under the new
management of Allen as the human resource; the human resource department was aligned with
strategic planning making the company fit in the twenty-first century. The company came up
with a few strategies that were to govern the recruitment process (Groysberg, & Abbot, 2012).
External recruitment was incorporated. To support the growth of the industry experienced
personnel and managers were to be recruited. To meet the needs of the industry recruitment was
based on experience and training was increased for the employees in place.
Nevertheless, the Maersk industry focused on performance therefore for the employees
who underperformed were retrenched; this is an exercise that was never performed before. ...
1-Racism Consider the two films shown in class Night and Fog,.docxcatheryncouper
1-Racism:
Consider the two films shown in class "Night and Fog", and "Mr. Tanimoto's Journey". What do you think are the salient similarities, if any? What are the crucial differences? Why?
2- Slavery New & Old
Bales notes that New Slavery is very different from Old Slavery. What are some of the differences he describes? What are the links between New Slavery and the Globalized Economy?
Bales also notes that there are things we each can do to end slavery, but that this requires taking a "very dispassionate look at slaves as a commodity" (Bales 250). Why?
Finally, he suggests that activism without a broad-based explanatory framework is worse than none at all. Why does he think so? Do you agree? Why or why not?
3- Human- The Film
How, if at all, does the film "Human" resonate with or reflect themes explored in What Matters? Which of the characters was most compelling to you, and why?
4- Culture and Power Create Scarcity
Recognize that power and culture are inseparable, one does not exist without the other, and currently the dominant form of culture is based upon industrial production requiring essentially infinite energy supplies – which do not in fact exist. So we collectively face a terrible problem. And yet the greatest burden of this problem is being borne by those least able to do anything about it, while at the same time those who benefit most from the economic inequalities imposed by the culture of industrial production and imposed scarcity are unwilling or unable to recognize that things cannot continue as they are. This is our dilemma; one we must solve now or ignore and risk facing unimaginable chaos later.
Concerned about the ultimate implications of his theories about space, time and energy, Einstein pointed out that 20th century problems would never be solved by 19th century thinking. Indeed, by the same token, 21st century problems will not be solved with 20th century thinking either. The same can be said for oversimplified false dichotomies between 'conservatives' and 'liberals' and particularly 'capitalism' and 'communism'. The latter pair of binary opposites are 19th century ideas while the former are legacies of the 20th century.
We are well beyond the political and economic circumstances that informed such artificially limited conceptualizations of the human condition in many, many ways. And yet, these same tired inaccurate philosophical cages are still supposed to encompass the almost infinite variety and subtleties of contemporary global and local political economies? This is essentially the problem Einstein was concerned with when he noted the conceptual poverty of such willed ignorance. Our technological capacity has outstripped our cultural mechanisms of maintaining social control (consider greed: how much is enough?) and exacerbated our ability to impose physically violent solutions to complex and entirely negotiable problems. Our challenge now is to reassert the primacy of compassion and respect for differenc.
1-http://fluoridealert.org/researchers/states/kentucky/
2-
3-School fluoridation studies in Elk Lake, Pennsylvania, and Pike County, Kentucky--results after eight years.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1229128/?page=1
4-American Association for Dental Research Policy Statement on Community Water Fluoridation
http://journals.sagepub.com/doi/abs/10.1177/0022034518797274
5- Ground-Water Quality in Kentucky: Fluoride - University of Kentucky
http://www.uky.edu/KGS/pdf/ic12_01.pdf
6-Kentucky Oral Health Program Brochure - Cabinet for Health.
https://chfs.ky.gov/agencies/dph/dmch/cfhib/Oral%20Health%20Program/beigebrochureoralhealth80107.pdf
7-
8-
9-
PIIS00028177146263
98.pdf
746 JADA, Vol. 131, June 2000
Enamel fluorosis is a hypomineralization of the
enamel caused by the ingestion of an amount of
fluoride that is above optimal levels during
enamel formation.1,2 Clinically, the appearance of
enamel fluorosis can vary. In its mildest form, it
appears as faint white lines or streaks visible
only to trained examiners under controlled exam-
ination conditions. In its pronounced form, fluo-
rosis manifests as white mottling of the teeth in
which noticeable white lines or streaks often
have coalesced into larger opaque areas.2,3 Brown
staining or pitting of the enamel also may be
present.2,3 In its most severe form, actual break-
down of the enamel may occur.2,3
In recent years, there has been an increase in
the prevalence of children seen with enamel fluo-
A B S T R A C T
Background. Few studies have evaluated the
impact of specific fluoride sources on the prevalence of
enamel fluorosis in the population. The author con-
ducted research to determine attributable risk percent
estimates for mild-to-moderate enamel fluorosis in two
populations of middle-school–aged children.
Methods. The author recruited two groups of
children 10 to 14 years of age. One group of 429 had
grown up in nonfluoridated communities; the other
group of 234 had grown up in optimally fluoridated
communities. Trained examiners measured enamel
fluorosis using the Fluorosis Risk Index and meas-
ured early childhood fluoride exposure using a ques-
tionnaire completed by the parent. The author then
calculated attributable risk percent estimates, or the
proportion of cases of mild-to-moderate enamel fluo-
rosis associated with exposure to specific early fluo-
ride sources, based on logistic regression models.
Results. In the nonfluoridated study sample,
sixty-five percent of the enamel fluorosis cases were
attributed to fluoride supplementation under the pre-
1994 protocol. An additional 34 percent were
explained by the children having brushed more than
once per day during the first two years of life. In the
optimally fluoridated study sample, 68 percent of the
enamel fluorosis cases were explained by the children
using more than a pea-sized amount of toothpaste
during the first year of life, 13 percent by having
been inappropriately given a fluoride supple.
1. Consider our political system today, in 2019. Which groups of peo.docxcatheryncouper
1. Consider our political system today, in 2019. Which groups of people are
excluded from participating in the political process?
Please identify at least two groups of people who are excluded and engage with at least one of your colleagues and explain why you either agree or disagree with the group of people that they identified. As always, use your critical thinking skills to answer this.
2.
What speech is protected under the
first amendment
and what speech is
excluded
from first amendment protection? And why?
.
1-Ageism is a concept introduced decades ago and is defined as .docxcatheryncouper
1-Ageism is a concept introduced decades ago and is defined as “the prejudices and stereotypes that are applied to older people sheerly on the basis of their age…” (Butler, Lewis, & Sutherland, 1991).
DQ: What are some common misconceptions you have heard or believed about older adults? What can you do to dispel these myths?
2-Please use textbook as, at least, one reference.
3-Please abide by APA 7th edition format in your writing.
4-Answers should be 2-3 Paragraphs made up of 3-4 sentences each
UNIT 1 CHAPTER 4 LIFE TRANSITIONS AND HISTORY (ATTACHED)
.
1. Create a PowerPoint PowerPoint must include a minimum of.docxcatheryncouper
1.
Create a PowerPoint:
PowerPoint must include a minimum of 12 slides (including Title Slide and Reference slide). Ensure that information is cited in-text throughout the presentation. Use inspirational quotes, graphics, visual aids, and video clips to enhance your presentation. Ensure that information included on your slides is properly paraphrased and cited; the use of direct quotes is prohibited. A minimum of three sources should be included (your textbook counts); ensure sources are credible.
Once you have chosen your format, choose a type of stress (schoolwork, family, job, a relationship, etc) and answer all of the following questions:
1. Give examples that causes the stress.
2. Describe healthy coping mechanisms you can use to help with stress.
3. Discuss of the warning signs of stress is in your life.
4. Describe the short-term effects stress can have on an individual.
5. Describe the long-term effects stress can have on an individual.
.
1. Compare vulnerable populations. Describe an example of one of the.docxcatheryncouper
1. Compare vulnerable populations. Describe an example of one of these groups in the United States or from another country. Explain why the population is designated as "vulnerable." Include the number of individuals belonging to this group and the specific challenges or issues involved. Discuss why these populations are unable to advocate for themselves, the ethical issues that must be considered when working with these groups, and how nursing advocacy would be beneficial.
2.
How does the community health nurse recognize bias, stereotypes, and implicit bias within the community? How should the nurse address these concepts to ensure health promotion activities are culturally competent? Propose strategies that you can employ to reduce cultural dissonance and bias to deliver culturally competent care. Include an evidence-based article that address the cultural issue. Cite and reference the article in APA format.
.
1. Complete the Budget Challenge activity at httpswww.federa.docxcatheryncouper
1. Complete the Budget Challenge activity at: https://www.federalbudgetchallenge.org/challenges/20/pages/overview
a. Keep a record of your selections and why you decided to select them and not the other options. ( keep a record of your selections in piece of paper so you can go back and reflect on your choices in your write-up. For instance, the first choice is about investments. So, on a piece of paper write down whether you selected any of the investment choices and a quick note about why you chose (for example) to spend $30B to establish a National Infrastructure Bank but didn't select to invest in the other options.) your selections as those reflect your own personal, subjective, choices. I will grade the assignment based on whether you have provided a thoughtful written response that answers the questions posted on the instructions.
b. When you’ve finished, save your results summary page.
2. Write a 2.5+ page summary overview of your experience, discussing your budget selections and analyzing your responses. Use the following questions to guide your response, but don't be limited by them:
a. What was challenging?
b. What was easy?
c. What do your selections say about your policy priorities and political ideologies?
** source: (Author Last Name, Year, pg.)
June 2003: WAY IN THE MIDDLE OF THE AIR
“Did you hear about it?”
“About what?”
“The niggers, the niggers!”
“What about ’em?”
“Them leaving, pulling out, going away; did you hear?”
“What you mean, pulling out? How can they do that?”
“They can, they will, they are.”
“Just a couple?”
“Every single one here in the South!”
“No.”
“Yes!”
“I got to see that. I don’t believe it. Where they going — Africa?”
A silence.
“Mars.”
“You mean the planet Mars?”
“That’s right.”
The men stood up in the hot shade of the hardware porch. Someone quit lighting a pipe. Somebody else spat out into the hot dust of noon.
“They can’t leave, they can’t do that.”
“They’re doing it, anyways.”
“Where’d you hear this?”
“It’s everywhere, on the radio a minute ago, just come through.”
Like a series of dusty statues, the men came to life.
Samuel Teece, the hardware proprietor, laughed uneasily. “I wondered what happened to Silly. I sent him on my bike an hour ago. He ain’t come back from Mrs. Bordman’s yet. You think that black fool just pedaled off to Mars?”
The men snorted.
“All I say is, he better bring back my bike. I don’t take stealing from no one, by God.”
“Listen!”
The men collided irritably with each other, turning.
Far up the street the levee seemed to have broken. The black warm waters descended and engulfed the town. Between the blazing white banks of the town stores, among the tree silences, a black tide flowed. Like a kind of summer molasses, it poured turgidly forth upon the cinnamon-dusty road. It surged slow, slow, and it was men and women and horses and barking dogs, and it was little boys and girls. And from the mouths of the people partaking of this tide came the sound of a river. A summer-.
1. Connections between organizations, information systems and busi.docxcatheryncouper
1. Connections between organizations, information systems and business processes.
2. There are a number of benefits associated with cutting edge business analytics.
3. Three conditions that contribute to data redundancy and inconsistency are:
4. Network neutrality
5. Simple Object Access Protocol (SOAP).
6. Outsourcing IT-advantages and disadvantages
7. The security challenges faced by wireless networks
.
1-Experiences with a Hybrid Class Tips And PitfallsCollege .docxcatheryncouper
1-Experiences with a Hybrid Class: Tips And Pitfalls
College Teaching Methods & Styles Journal, 2006, Vol.2(2), p.9-12
Notes
This paper will discuss the author's experiences with converting a traditional classroom-based course to a hybrid class, using a mix of traditional class time and web-support. The course which was converted is a lower-level human relations class, which has been offered in both the traditional classroom-based setting and as an asynchronous online course. After approximately five years of offering the two formats independently, the author decided to experiment with improving the traditional course by adopting more of the web-based support and incorporating more research and written assignments in "out of class" time. The course has evolved into approximately 60% traditional classroom meetings and 40% assignments and other assessments out of class. The instructor's assessment of the hybrid nature of the class is that students are more challenged by the mix of research and writing assignments with traditional assessments, and the assignments are structured in such a way as to make them more "customizable" for each student. Each student can find some topics that they are interested in to pursue in greater depth as research assignments. However, the hybrid nature of the class has resulted in an increased workload for the instructor. The course has been well received by the students, who have indicated that they find the hybrid format appealing.
2-Undergraduate Research Methods: Does Size Matter? A Look at the Attitudes and Outcomes of Students in a Hybrid Class Format versus a Traditional Class Format.
Author
Gordon, Jill A.
Barnes, Christina M.
Martin, Kasey J.
Publisher
Taylor & Francis Ltd
Is Part Of
Journal of Criminal Justice Education, 2009, Vol.20 (3), p.227-249
Notes
The goal of this study is to understand if there are any variations regarding student engagement and course outcomes based on the course format. A new course format was introduced in fall of 2006 that involves a hybrid approach (large lecture with small recitations) with a higher level of student enrollment than traditional research methods courses. During the same time frame, the discipline maintained its traditional research methods courses as well. A survey was administered to all students enrolled in research methods regardless of course format in fall 2006 and spring 2007. Student responses are discussed, including information concerning the preparation, design, cost and benefits of offering a hybrid research methods course format.
3- Distance Education: Linking Traditional Classroom Rehabilitation Counseling Students with their Colleagues Using Hybrid Learning Models.
Author
Main, Doug
Dziekan, Kathryn
Publisher
Springer Publishing Company, Inc.
Is Part Of
Rehabilitation Research, Policy & Education, 2012, Vol.26 (4), p.315-321
Notes
Current distance learning technological advances allow real and virtual classrooms to unite. In this .
RefereanceSpectra.jpg
ReactionInformation.jpg
WittigReactionOfTransCinnamaldehye.docx
Wittig Reaction of trans-Cinnamaldehyde
GOAL: Identify the major isomer of the Wittig reaction
E,E-1,4-diphenyl-1,3-butadiene OR E,Z-1,4-diphenyl-1,3-butadiene
Attached are the:
1. Drawing of the overall reaction
2. Drawing of the structure of the two possible isomers
3. Reference NMR spectra of what is labeled trans, trans-1,4-diphenyl-1,3-butadiene
4. IR spectra
5. UV vis spectra
6. 1H NMR not-detailed
7. 1H NMR detailed
8. BASED ON # 4, 5 and 7 Identify the major isomer of the Wittig reaction, can the integration values of the NMR be used to give approximate percent of each isomer
IR.jpg
UV-visSpectra.jpg
NMR.jpg
NMR-DeterminePredominantIsomer.jpg
...
Reconciling the Complexity of Human DevelopmentWith the Real.docxcatheryncouper
Reconciling the Complexity of Human Development
With the Reality of Legal Policy
Reply to Fischer, Stein, and Heikkinen (2009)
Laurence Steinberg Temple University
Elizabeth Cauffman University of California, Irvine
Jennifer Woolard Georgetown University
Sandra Graham University of California, Los Angeles
Marie Banich University of Colorado
The authors respond to both the general and specific con-
cerns raised in Fischer, Stein, and Heikkinen’s (2009)
commentary on their article (Steinberg, Cauffman, Wool-
ard, Graham, & Banich, 2009), in which they drew on
studies of adolescent development to justify the American
Psychological Association’s positions in two Supreme
Court cases involving the construction of legal age bound-
aries. In response to Fischer et al.’s general concern that
the construction of bright-line age boundaries is inconsis-
tent with the fact that development is multifaceted, variable
across individuals, and contextually conditioned, the au-
thors argue that the only logical alternative suggested by
that perspective is impractical and unhelpful in a legal
context. In response to Fischer et al.’s specific concerns
that their conclusion about the differential timetables of
cognitive and psychosocial maturity is merely an artifact of
the variables, measures, and methods they used, the au-
thors argue that, unlike the alternatives suggested by Fi-
scher et al., their choices are aligned with the specific
capacities under consideration in the two cases. The au-
thors reaffirm their position that there is considerable
empirical evidence that adolescents demonstrate adult lev-
els of cognitive capability several years before they evince
adult levels of psychosocial maturity.
Keywords: policy, science, adolescent development, chro-
nological age
In our article (Steinberg, Cauffman, Woolard, Graham,& Banich, 2009, this issue), we asked whether therewas scientific justification for the different positions
taken by the American Psychological Association (APA) in
two related Supreme Court cases—Hodgson v. Minnesota
(1990; a case concerning minors’ competence to make
independent decisions about abortion, in which APA ar-
gued that adolescents were just as mature as adults) and
Roper v. Simmons (2005; a case about the constitutionality
of the juvenile death penalty, in which APA argued that
adolescents were not as mature as adults). On the basis of
our reading of the extant literature in developmental psy-
chology, as well as findings from a recent study of our own,
we concluded that the capabilities relevant to judging in-
dividuals’ competence to make autonomous decisions
about abortion reach adult levels of maturity earlier than do
capabilities relevant to assessments of criminal culpability,
and that it was therefore reasonable to draw different age
boundaries between adolescents and adults in each in-
stance.
In their commentary on our article, Fischer, Stein, and
Heikkinen (2009, this issue) raised both general and spe-
cif ...
Reexamine the three topics you picked last week and summarized. No.docxcatheryncouper
Reexamine the three topics you picked last week and summarized. Now, break out each case into a list of ethical and legal considerations that might help to analyze each case—summarize the considerations in two paragraphs for each case.
For each case, also ask one legal and one ethical question that might present. Consider the principles of ethics from Week 1 and the laws addressed this week. You should also use outside references to dig deeper into each case for your list.
3 topics identified in paper below from last week
· The Principal of Justice
· Autonomy
· Non-maleficence
Health Care Ethics
Health care ethics is a set of beliefs, moral principles and values that guide health care centers and related institutions to make choices with regard to medical care. Some health ethics include: respect for autonomy, justice and non-maleficence (Percival, 1849).
The principle of justice in health care ensures that there is respect for people’s rights, fair distribution of health resources and respect for laws that are morally acceptable. There are mainly two elements in this principle; equity and equality. Equity ensure that are all cases have equal access to treatment regardless of the patients’ status in ethnic background, age, sexuality, legal capacity, disability, insurance cover or any other discriminating factors.
It is important to study this ethical issue of justice since there have been an increasing report of doctors and medical staff failing to administer certain treatment services to certain kind of patients. Consequently, there have been debates in countries such as the UK over the refusal to give expensive treatment to patients who are likely to benefit from the treatment but cannot afford it. One ethical in the principle of justice is as to whether the health care center is creating an environment for sensible and fair use of health care resources and no particular type of patients are shun away or stigmatized. The legal question is whether the health care center is breaking the law against inequality and discrimination particularly racism, tribalism, gender insensitivity and other discrimination noted and prohibited in the country’s constitution.
The second area of health care ethics is respect for autonomy. Autonomy means self-determination or self-rule. Hence, this principle stipulates that one should be allowed to direct their health life according to their personal rationale. The patients have a right to determine their own destiny freely and independently as well as having their decision respected (Pollard, 1993).
This principle is important for study because not many people would not want to be treated as those with dementia; a disease involving loss of mental power. Many people are afraid of the prospect of not being able to decide their own fate and exercise self-determination. An ethical question in this principle of respect for autonomy is whether the health care center ensures that the patient is provided with ...
Reconstruction
Dates:
The Civil War?_________
Reconstruction? ________
9-9-12
*
*
9/7/2010
Foner Chapter 15
"What Is Freedom?": Reconstruction, 1865–1877
*
After the Civil War, freed slaves and white allies in the North and South attempted to redefine the meaning and boundaries of American freedom. Freedom, once for whites only, now incorporated black Americans. By rewriting laws, African-Americans, for the first time, would be recognized as citizens with equal rights and the right to vote, even in the South. Blacks created their own schools, churches, and other institutions. Though many of Reconstruction’s achievements were short-lived and defeated by violence and opposition, Reconstruction laid the basis for future freedom struggles.
Introduction: Sherman Land
From the Plantation to the Senate
*
After the Civil War, freed slaves and white allies in the North and South attempted to redefine the meaning and boundaries of American freedom. Freedom, once for whites only, now incorporated black Americans. By rewriting laws, African Americans, for the first time, would be recognized as citizens with equal rights and the right to vote, even in the South. Blacks created their own schools, churches, and other institutions. Though many of Reconstruction’s achievements were short-lived and defeated by violence and opposition, Reconstruction laid the basis for future freedom struggles.
Click image to launch video
Q: Chapter 15 includes a new comparative discussion on the aftermath of slavery in various Western Hemisphere societies. You see important commonalities in the struggle over land and labor in post-Emancipation societies. How do you situate the experiences of former slaves in the United States in this borrowed content.
A: Well, just as slavery was a hemispheric institution, so was emancipation. It’s useful for us in thinking about the aftermath of slavery in the United States, the Reconstruction era and after to see what happened to other slaves in places where slavery was abolished. What you see is a similar set of issues and conquests taking place everywhere slaves desire land of their own—this is the No. 1 thing, they want autonomy, they want independence from white control. All of these regions are agricultural, everywhere former slaves demand land. In some places they get land fairly effectively, like in Jamaica, West Indies, where there’s a lot of unoccupied land they can take. In some places they don’t, but that battle to who’s going to have access to land and economic resources is a commonality in the aftermath of slavery. So too is the effort of local plantation owners trying to get the plantation going again and to force slaves to work back on the plantations, or if not, to bring labor from somewhere else—in the West Indies they bring workers from China, from India, from southeast Asia to replace slaves who were moving off on land of their own. They can’t quite do that in the United States—they tried to bring ...
Record, Jeffrey. The Mystery Of Pearl Harbor. Military History 2.docxcatheryncouper
Record, Jeffrey. "The Mystery Of Pearl Harbor." Military History 28.5 (2012): 28-39.Academic Search Complete. Web. 10 Dec. 2013.
According to the article "The Mystery of Pearl Harbor," it briefly examines the reason why Japan starts a war with the United States. On December 7th, 1941, Japan with about 182 aircrafts from the first assault invade U.S. Pacific fleet of Pearl Harbor. Japan's ultimate goal was to overthrow East Asia. The main point of this article is mainly for Japan's goal for economic security and determined to achieve their goal to conquer East Asia. Moreover, they wouldn't let U.S. stop them. Japan was humiliated to be dependent on the United States, including American imported oil. Ultimately, they fought a war that could not won since U.S. was more superior. United States outproduce Japan in every category of ammunition and armaments. If someone were to ask me what this article was about, I would say that this article is an inevitable defeat from Japan.
I believe this source was definitely helpful. This article made me realize how important Pearl Harbor is. If anything, we could have lost to the Japanese and everything would change. Personally, I believe our army played a significant role during the war between Japan and United States. I believe that this source is reliable. This source can be slightly biased because in the article, it says “If the Pacific War was inevitable, was not Japan's crushing defeat as well? If so, then why did Japan start a war that, as British strategist Colin Gray has argued, it "was always going to lose?”
This article can clearly be used for a American history classes. Several of the first paragraphs include a clear understanding and a great topic for students to discuss. This would benefit students who does not know anything about Pearl Harbor. This would be appropriate for students to realize what America has been through during the 1940’s. I admit I now have a better understanding of Pearl Harbor, this article enhanced my perspective and changed the way I view it.
Hanyok, Robert J. "The Pearl Harbor Warning That Never Was." Naval History 23.2 (2009): 50-53. Academic Search Complete. Web. 11 Dec. 2013.
This article particularly argues that Americans believe that the surprising attack from Japan Navy planes could not have happened without some sort of conspiracy or warning. Without a doubt, Americans thought that U.S. political and military leaders kept this serious warning from Pearl Harbor’s commanders. Furthermore, the National Security Agency Documentary, “West Wind Clear seemed to be not found. Robert Hanyok’s attempted to clear up the issue and as a result, the warning for the chief Navy doe- breaker was just a figment of his imagination.
I believe that this article offers reliable sources. Hanyok provides source documents for historical scholars and researchers. This article was extremely helpful due to the controversy with the “West Wind Clear. The goal of this article was basically des ...
Reasons for Not EvaluatingReasons from McCain, D. V. (2005). Eva.docxcatheryncouper
Reasons for Not Evaluating
Reasons from McCain, D. V. (2005). Evaluation basics. Arlington, VA: ASTD Press, pp. 14-16.
Below are reasons to not evaluate, but there are things you can do to overcome these reasons!
· Click Edit (upper right on the tool bar) to get into edit mode.
· Add at least 2 ideas to the page to overcome one or more of these reasons for not evaluating. Please explain in enough detail that someone reading this wiki will be able to understand it!
· Add your name in parenthesis after your idea so we know who contributed which idea!
· Click Save (upper right on tool bar) to save your changes.
1. Evaluation requires a particular skill set.
· Doing evaluation requires no particular skill. It only requires a desire to look into it a course or program and ask the right questions that would answer the whether or not the course was effective. There are many tools that would help in doing an evaluation. (D. Clark)
· Skills can be learned. Learning to evaluate is simply another avenue of training. If the skills to evaluate do not exist in your organization then the training may need to start at the Trainer level before moving on to more organizational specific training, (D Casper)
2. Evaluation is not a priority.
· In order to make progress in any learning environment, it is necessary to initiate check points and measurements producing an evaluation of knowledge (Valle)
· Evaluation is never a priority until things are going bad and the reason is not clear, Evaluation helps us understand where the issues are. (Jim K)
3. Evaluation is not required.
· Currently, as students we are being evaluated to check in our progress ion order to measure our understanding of the tasks given. We get a grade, it is required for this course.(Valle)
· Why are you only providing what is required? Why not go a little further and make the training better? (J. Sprague)
4. Evaluation can result in criticism.
· In order to grow as a person or a company we all need criticism, of course this needs presented in a positive light and in a way that people can learn and grow. (Jim K)
· In today's culture where everybody gets a trophy or everybody gets an "A" no matter how they perform it is not "PC" to criticize someone and hurt their feelings! Criticism is what motivated me to succeed and go beyond just what is normal! We need to stop equating "Criticism" with "Fault Finding" and realize we do more harm than good by not pointing out shortcomings and errors. (D Casper)
5. You can't measure training.
· In my place of work in the industry, we had to measure training. Time was spent in educating employees into new ways to create a product, cost effectiveness, supply management chain and distribution. Measuring effectiveness of the training was in direct correlation with the success of the given product into market.(Valle)
· You can always measure whether or not the training was successful. The key is to look for the right types of measurements. It may be measured ...
Recognize Strengths and Appreciate DifferencesPersonality Dimens.docxcatheryncouper
Recognize Strengths and Appreciate Differences
Personality Dimensions® is the latest evolution in presenting Personality Temperament Theory. It builds on research conducted in Canada over a period or two decades, and the foundations established by the work of Carl Jung, David Keirsey, Linda Berens, as well as a history of Temperament that spans 25 centuries.
The Personality Dimensions® system utilizes a convenient card sort and short questionnaire to reveal personality preferences. In addition to being the first Temperament assessment to incorporate the Introversion/Extraversion dichotomy, Personality Dimensions® also uses four colours along with short descriptors and symbols to represent the Temperament preferences: Inquiring Green, Organized Gold, Authentic Blue, Resourceful Orange. These combined aspects create a common language of understanding with a high level of retention.Know your Personality Dimensions to...
·
· Express yourself appropriately
· Appreciate yourself & others
· Negotiate more effectively
· Narrow gaps and differences
· Identify potential problems early
· Elevate morale and enthusiasm
· Optimize team performance
· Support and encourage others
· Organize efficient teams
· Yield higher productivity
· Influence others positively
Analyzing Personality Demensions:
Introverts:
· Tend to get their energy by spending some time alone.
· Prefer to think things through in their head before sharing their ideas with the larger group. They will often listen to other ideas, conversations and reactions, taking it all in, digesting it and then share their thoughts and ideas with the larger group. By the time they share an idea it has been given a lot of consideration -- they are not just thinking out loud.
· Learn best when they have the time for quiet reflection and are able to work on their own.
· May actually find that the standard brainstorming process shuts down their creative juices as it does not allow them the time they need to internally process information before building on it or reacting to it.
· Often prefer to keep their thoughts and feelings to themselves until they are totally comfortable with the people they will be sharing them with.
· Have a tendency to think through the consequences of a situation before acting.
· Preferred mode of problem solving is to have some quiet time alone to think, reflect on the situation and formulate a solution. They often become energized by this process.
· Project a sense of quiet and calmness. Their body language and tone of voice tends to be softer.
· Tend to have a small circle of people who they call true friends. These are people with whom they are comfortable and are willing to share their thoughts and feelings with.
What causes an Introvert stress at work
Introverts tend to like things to be quieter than Extraverts. A noisy work environment can cause real stress for an Introvert.
They can find it exhausting to work with Extraverts. If an Introvert has to work in situations ...
Real-World DecisionsHRM350 Version 21University of Phoe.docxcatheryncouper
Real-World Decisions
HRM/350 Version 2
1
University of Phoenix Material
Real-World Decisions
Read the following scenarios, which represent real-world decisions, and respond to each in 150 to 200 words.
Scenario One
You are the director of production at a multinational company. Your position is in Tokyo, Japan. Recently, this division experienced production quota problems. You determine that you must identify a team leader who will lead the work team to tackle the problem. You identify several possible team leaders, including Joan, a manager who is an expatriate US citizen and has recently arrived in your company’s Japanese office. You are also aware of Bob, a European national who has worked at the facility for about a year. His experience includes reengineering production processes at one of the company’s production facilities in Europe. The final candidate is Noriko, a Japanese national who has been at the facility for several years.
Questions
The team you assemble is composed of American expatriates and Japanese nationals. Compare the three candidates for the position. Based on cultural norms and traditions, what cultural factors and management styles may benefit or present obstacles for others on the team? Explain.
Response
Scenario Two
You have been assigned to an overseas position with your company. The local government of the host country offers gifts periodically to senior management as a way of thanking them for opening a facility and employing locals. These gifts include cash or merchandise into the thousands of dollars. Typically, to refuse a gift is considered an insult. Your country’s policy is to prohibit employees from accepting anything from clients and customers of more than $50. Your employer values its relationship with the host country and government officials, and it intends to continue operating in the venue.
Questions
How would you address a situation where you are presented with a gift of more than $50? Explain your rationale. How could your actions affect your company? How could your decision affect your working relationship with your company’s and the host country’s officials?
Response
Scenario Three
Christine, the leading expert in information technology (IT) organizational design, works for a large consulting firm and has been asked to work on a temporary assignment in Saudi Arabia. One of her firm’s biggest revenue-generating customers is embarking on an initiative to redesign the IT structure to improve efficiency and effectiveness, and to align the business unit’s output with the organization’s strategic objectives. The customer has read research reports and articles Christine has published, and the chief executive officer has asked Christine to handle this project. She is excited about the professional challenge of the assignment, but she is unsure of adopting customs and practices in a Muslim country.
Questions
Discuss the ethical considerations for Christine and her company. What implications m ...
Real Clear PoliticsThe American Dream Not Dead –YetBy Ca.docxcatheryncouper
Real Clear Politics
“The American Dream: Not Dead –Yet
By Carl M. Cannon and Tom Bevan
March 6, 2019
Solid pluralities of Americans think their country is heading in the wrong direction, have lost faith in its prominent public institutions, and believe both major political parties are an impediment to realizing the American Dream. Nonetheless, that dream persists – threatened, yes, but not nearly dead.
These are the findings in the latest poll from RealClear Opinion Research, focusing on how Americans view their future possibilities and how much economic guidance and oversight should be provided by government. The answers provide a road map for the 2020 election season.
Nearly four times as many respondents say the American Dream is “alive and well” for them personally (27 percent) as those who say it’s “dead” (7 percent). The overwhelming majority express a more nuanced outlook. Two-thirds of those surveyed believe the American Dream is under moderate to severe duress: 37 percent say it is “alive and under threat” while another 28 percent say it is “under serious threat, but there is still hope.”
“In this poll, most people are telling us that the American Dream isn’t working as they believe it should be,” said John Della Volpe, polling director of RealClear Opinion Research. “The overwhelming number of people are not seeing the fruits of working hard, whether it’s through a professional (finances) or a personal (happiness) lens.”
The panel of 2,224 registered voters was probed for its views on other foundational aspects of 21st century American civic life, including their views of capitalism and socialism, and how they see the future unfolding for the younger generation of Americans.
Asked, for example, whether the American Dream is alive for those under 18 years of age, the attitudes were decidedly pessimistic -- especially among Baby Boomers and the so-called Silent Generation (Americans born between the mid-1920 and mid-1940s), those who have been in control of our public and private institutions for decades. While 23 percent of Baby Boomers and Silent Generation voters say the American Dream is alive for them (already the lowest percentage among all age groups) only 15 percent say they believe it will be there for the next generation.
Measuring attitudes about the American Dream means different things to different people. For this survey, RealClear Opinion Research defined it for the poll respondents by using Merriam-Webster’s dictionary, which describes the American Dream as “a happy way of living that can be achieved by anyone in the U.S. especially by working hard and becoming successful.”
As one would expect, perceptions of the health of this idea differ by party, age, education and class. Among the most striking findings in the survey were the variances by ethnicity. Asian-Americans are the most likely to say the American Dream is working for them (41 percent) – twice the percentage as Hispanics. Despite such differences, ...
Recommended Reading for both Papers.· Kolter-Keller, Chapter17 D.docxcatheryncouper
Recommended Reading for both Papers.
· Kolter-Keller, Chapter17 Designing & Managing Integrated Marketing Communications
· Kolter-Keller, Chapter18 Managing Mass Communications: Advertising, Sales Promotions, Events & Experiences and Public Relations
· Kolter-Keller, Chapter19 Managing Personal Communications: Direct and Interactive Marketing, Word of Mouth and Personal Selling
· PDF link to Kolter_keller 14th edition :
· http://socioline.ru/files/5/283/kotler_keller_-_marketing_management_14th_edition.pdf
· Keller,K.L.(2001).Mastering the Marketing Communications Mix: Micro and Macro Perspectives on Integrated Marketing Communication Programs. Journal of Marketing Management, Sep2001, Vol. 17 (7/8), 819-84.
· Luo, Xueming and Donthu, Naveen; Marketing's Credibility: A Longitudinal Investigation of Marketing Communication Productivity and Shareholder Value; The Journal of Marketing. Oct., 2006, Vol. 70, Issue 4, p70-91.
· Wright, E., Khanfar, N.M., Harrington, C., & Kizer,L.E. (2010). The Lasting Effects Of Social Media Trends On Advertising.Journal of Business & Economics Research, Vol. 8 (11), 73-80
Grading Rubric for both papers
· Identifies all or most of the key issues presented by the case.
· Discussion of issues reflects strong critical thinking and analytical skill.
· Discussion/analysis makes all or most of the recommendations called for by the case issues.
· Recommendations are supported by data from all or most of the relevant case facts and exhibits data.
· Data are creatively manipulated and applied. Discussion and recommendations are presented clearly, logically, and succinctly with no or few grammatical or other errors.
· Discussion/analysis reflects strong understanding of principles presented in course readings/materials.
· Where relevant, discussion/analysis employs proper APA style. Length limitations and other form/format requirements (if any) are followed.
1.The Changing Communications Environment 2 pages
Emerging media technologies have vastly empowered customers to decide whether or how they want to receive commercial content. Consumers are no longer passive recipients of marketing communications and the real challenge for a marketer is how to regain the customers’ attention through the clutter.
1 Web-based technologies can be combined with traditional media to build a successful marketing communication campaign. Cite two specific examples of companies/brands using this combination approach and discuss what made these campaigns successful. Did the two use similar techniques?
With the help of relevant examples, can you describe how modern technologies can be used to promote interactivity between the product and the customers? In this context discuss the use of social media to generate excitement around a brand. Can you cite any recently launched new products that have managed to achieve this?
2.Personal Application Paper, one and a half pages
Provide a detailed overview of Procter and Gamb ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
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.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RECRUITMENT AND RETENTION PLAN .docx
1. RECRUITMENT AND RETENTION PLAN
1
RECRUITMENT AND RETENTION PLAN
6
Recruitment and Retention Plan
MBA 533
January 25, 2015
Recruitment and Retention Plan
Given the increase in product demand, I would need to hire a
number of employees in different functional areas. Since the
emphasis of Motors and More is on innovation, growth and
product development, the areas that will require a huge number
of new employees include marketing and sales, manufacturing,
operations, customer relations and HR. In order to meet the 96%
output requirement, there will be need for hiring an additional
five employees in the manufacturing and operations
departments. Because of high automation in the company, this
number of employees will be enough in streamlining operations.
The employees in the manufacturing and operations departments
will be responsible for new product developments and making
modifications to guarantee production efficiencies (Arthur,
2004).
There will also be the need for increasing the sales and
marketing personnel by 25%, which will involve hiring an
additional 6 employees to cater for the needs of the expanding
market. Employees in all the departments will come from
different demographic backgrounds. Motors and More will also
hire two additional customer service representatives. The
primary function of these representatives will be responding to
and resolving customer queries. Lastly, the HR department will
require four additional employees responsible for formulating
2. policies and procedures, conducting employee appraisals and
formulating training programs.
The turnover rate at Motors and More has currently been higher
than normal. This might be due to a variety of reasons. First,
the high turnover rate might stem for unfair promotion practices
in the company. Even though approximately 48% of Motors and
More employees are minorities, the senior and supervisory
positions are primarily held by Caucasian men. This lack of
inclusivity might be demoralizing some employees and make
them feel detached from the company. According to Truss,
Mankin, & Kelliher (2012) lack of inclusivity can lead to high
turnover rates. Furthermore, the company might not have proper
reward structures for compensating the employees. Failure to
provide necessary incentives can reduce job satisfaction and
increase the turnover rates.
Lack of flexible working arrangements is another factor that
might be contributing to increased turnover in Motors and More.
Employees might feel overburdened due to the high
expectations to meet consumer demands, a factor that might
decrease their commitment at work (Arthur, 2004). The absence
of a functional HR Department also implies that the company
has deficient training programs. This can also increase turnover
rates. It is worth noting that turnover can have negative costs
and implications for the organization. Monetary costs might
stem from advertisements to fill vacant positions, induction of
new employees and leaver administration costs. Some other
costs of turnover might include reductions in productivity,
interruptions to workflows and a drop of staff morale (Truss et
al., 2012).
In order to recruit the appropriate candidates at Motors and
More, I will conduct various types of interviews. One will be a
personal interview with the prospective employees at a private
office. There are various benefits of this type of interview.
Mathis, Jackson, & Valentine (2013) assert that personal
interviews endow both parties with an opportunity to seek
3. further clarification. It also provides firsthand information,
which might be more accurate and reliable. Furthermore, the
face-to-face interview provides an opportunity to read from the
nonverbal behaviors of the interviewee. According to Arthur,
(2004), nonverbal cues such as facial expressions, gesture and
posture can help to unravel the personality of an interviewee.
The other interview technique that I will employ is phone
interviews. This will entail calling the prospective candidates
and asking them the interview questions. Some of the reasons
that I will use this technique include geographical distance of
some applicants, cost effectiveness and its usefulness in
screening potential employees.
In order to recruit the appropriate applicants, it will be crucial
to come up with some ingenious strategies. A major strategy
will be through employee referrals. This will involve
encouraging employees to recommend potential candidates from
their existing professional and social networks. Since the
employees have a better understanding of the skills and abilities
of the recommended candidate, they are more likely to refer
qualified people. Employee referrals are also efficient and cost
effective ways of making quality hires (Truss et al., 2012).
Nevertheless, this could also open up some avenues for
discrimination. For example, since many of the senior
executives are Caucasian men, they may tend to favor referrals
for white males.
Apart from employee referrals, other recruitment strategies will
be mainly internal. Motors and More will advertise the job
openings through electronic and physical job postings as well as
in organizational memos and newsletters. Furthermore, the
company will publicize vacancies in internet job boards and
local periodicals. Motors and More will also utilize audio and
visual media sources aimed at encouraging walk-in applicants.
These strategies are also cost efficient and reach a wider target
base (Mathis et al., 2013). Representatives from the HRM
department will conduct the interviews and select the candidates
with the best match for the vacant position. Some of the main
4. aspects that the interviewers will be looking for in the
applicants include level of education, skills, communication
capabilities, wok experience and special factors such as
willingness to travel or willingness to work under minimal
supervision.
In order to retain the current employees at Motors and More, it
will be vital to initiate various measures. The first measure will
be introducing vibrant training and career development
programs at the organization (Arthur, 2004). The training will
focus on various topics including multicultural awareness,
conflict resolution skills, communication skills and the
regulatory framework governing the automobile industry. In
addition, the training will equip Motors and More employees
with the necessary skills and competencies required to perform
their duties optimally. As Truss et al. (2012) vividly point out,
the training and career development programs are important
because they empower employees to build on their strengths and
increase their chances for promotion in the organization. The
programs can also lead to increased employee motivation and
commitment to the organization.
Another applicable measure for retaining current employees will
be providing incentives, which can take the form of
nonmonetary or monetary compensation (Arthur, 2004).
Increasing basic wages, offering health coverage and providing
paid vacations can help to increase contentment among
employees from Motors and More, which can lead to higher
retention rates. Providing flexible working hours and better
working conditions will also be essential for improving
retention rates at the organization. It is worth noting that in
order to ensure the success of the retention strategies; the senior
management should play a central role. According to Mathis et
al. (2013), senior executives should be responsible for
communicating the vision and mission of the company to
employees, providing appropriate mentorship and coaching,
serving as role models and ensuring proper allocation of
resources towards the initiatives. The participation of the senior
5. management will help to give employees direction and
assurance that the company is catering to their needs. Overall,
high retention rates will lead to increased productivity, fewer
conflicts and alignment of goals to business strategy. In
assessing the effectiveness of the recruitment efforts, I will rely
upon various metrics such as recruitment cost ratios and
turnover ratios. The lower the ratios, the more successful the
efforts will have been.
References
Arthur, D. (2004). Fundamentals of human resources
management (4 ed.). New York, N.Y.: American Management
Association.
Mathis, R. L., Jackson, J., & Valentine, S. (2013). Human
Resource Management. New York: Cengage Learning.
Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic human
resource management. Oxford ; New York : Oxford University
Press.
The manager of the Carpet City outlet needs to make an
accurate forecast of the demand for Soft Shag carpet (its biggest
seller). If the manager does not order enough carpet from the
carpet mill, customers will buy their carpet from one of Carpet
City’s many competitors. The manager has collected the
following demand data for the past 8 months: Month
Demand for Soft Shag Carpet (1,000 yd.)
1
9
2
8
3
7
6. 4
8
5
10
6
11
7
13
8
12
HR ORGANIZATIONAL DESIGN
1
HR ORGANIZATIONAL DESIGN
2
HR Organization Design
January 18, 2015
HR Organization Design
The HR Department plays a critical role in ensuring that the
organization’s vision is aligned to the strategy. There are
various HR components in Motors and More that need to be
streamlined in order to reduce the number of HR employees and
simplify the recruitment, hiring, training and monitoring
functions in the organization. Currently, there is no functional
HR department at the organization. For Motors and More to
realize its strategic goals, one of the new strategies will be
instituting a functional HR department in the organization. This
department will be responsible for various functions including
recruitment, promotions, safety, employee relations,
compliance, training and development as well as benefits and
compensation (Mathis, Jackson, & Valentine, 2013). A lean HR
department will enable Motors and More to make cost savings
while catering to the needs of all the diverse employees in the
7. organization.
In the new structure, the HR Director will be at the helm of the
department. The holder of this position will be responsible for
overseeing the day-to-day running of the department. He/she
will also have the responsibility of allocating the necessary
resources required for optimal functioning of the department. In
addition, the HR Director at Motors and More will be
responsible for advising and counseling other departmental
heads on issues pertaining to the development of policies that
govern employment, organizational relations, employee
development as well as training needs of the organization
(Arthur, 2004). The company expects the HR director and other
senior executives to display high levels of integrity,
accountability and ethical conduct when dispensing their duties.
Motors and More HR Director will also have the responsibility
of studying new and existing regulations in order to ensure that
the company complies with all the established federal and state
laws governing the manufacturing industries. The position of
the director will only have one qualified individual.
Assisting the director in the HR department will be a number of
managers. One will be the HR manager for diversity at Motors
and More. This manager will be responsible for coming up with
policies that foster tolerance and inclusivity at the organization.
A primary function of the holder of this position will be coming
up with ways of empowering the Kurdish and Hispanic
employees to participate more actively in organizational
processes. The manager will propose policies that can help in
integrating these minority groups into the mainstream
organizational culture of Motors and More. The other major
responsibility of the HR diversity manager will be overseeing
the training and development of employees especially on the
grounds related to multiculturalism and diversity awareness
(Arthur, 2004). Such training can help the firm to realize
success with the prospector strategy that it aspires to pursue.
This position will only have one holder.
The other important position in the HR department will be that
8. of the compensation manager, which will have two qualified
individuals. The holders of this position will be responsible for
researching, maintain and establishing the pay system for
Motors and More. They will also be responsible for handling
employees’ benefits. This will entail formulating reward
systems as well as designing and making adjustments to pay-
per-performance plans (Mathis et al., 2013). Other duties will
include negotiating with worker’s unions, developing and
maintaining personnel record systems, ensuring that all
packages are legal and analyzing profit sharing schemes.
Through coming up with ingenious incentive and reward
structures, the compensation managers will be able to improve
the motivation and morale of Motor and More employees, which
will subsequently reduce turnover rates in addition to improving
job satisfaction and engagement (Arthur, 2004). The
compensation managers will also handle labor related issues.
They will play a central role in contract negotiations,
management communications, contract interpretation and
dispute resolution.
There will also be two managers for the professional and
organizational development at Motors and More. The holders of
this portfolio will be responsible for various initiatives, with the
main one being overseeing training program delivery and
planning. The individuals in this post will also be responsible
for implementing the strategic leadership program and
overseeing grants management. Furthermore, the holders of this
office will play an important role in staff development and
leadership processes. Under this role, they will be in charge of
team building, conflict resolution, change management,
strategic planning and coaching. The managers for professional
and organizational development will also have the obligation of
making performance appraisal and periodic employee
evaluations. The HR operations manager will coordinate with
all the other executives to ensure smooth implementation of HR
policies.
9. The new HR organizational chart for Motors and More is
depicted in the following chart:
References
Arthur, D. (2004). Fundamentals of human resources
management (4 ed.). New York, N.Y.: American Management
Association.
Mathis, R. L., Jackson, J., & Valentine, S. (2013). Human
Resource Management. New York: Cengage Learning.
Running head: BUSINESS STRATEGY REPORT
1
BUSINESS STRATEGY REPORT
2
Business Strategy Report: Motors and More
MBA 533
January 11, 2015
Business Strategy Report: Motors and More
Motors and More Inc. pursues an ingenious strategy that has
enabled it to sustain its competitive advantage in the automotive
industry. Nevertheless, the competitors in this industry have
also devised some inventive techniques for increasing their
market shares and attracting more customers. Many of these
competitors have succeeded because of their vibrant HR
departments and sound strategic initiatives. The Porter’s five
forces analysis of competitive position can aid to evaluate the
attractiveness of the company’s business strategy and highlight
the nature of the automotive industry where Motor and More
primarily operates.
According to Wheelen & Hunger (2012), one of porter’s forces
10. is the threat of new entrants. On the competitive landscape
where Motors and More operate, the threat from new entrants is
relatively low. This is because this industry is capital intensive
and prospective investors require immense capital to compete
with the already established firms. Furthermore, there is
stringent government regulation overseeing this industry and it
is very difficult for new entrants to achieve economies of scale.
Since Motors and More Inc. already has the capabilities and
resources for operating efficiently, the threat of new entrants
does not have a significant implication on its strategic cascade.
The other force that affects business strategy and competitive
advantage is supplier power (Noe, Hollenbeck, & Gerhart,
2011). In the automotive industry where Motor and More
operates, the supplier power is weak. This is because suppliers
are many in number and the materials for manufacturing
automobiles such as metal and plastic are widely available. This
is advantageous to the company since it can be able to acquire
raw material at friendly prices and minimize operational costs
(Pearce & Robinson, 2011). The other important force in Porters
model is the bargaining power of buyers. In the automotive
industry, the buyer power is strong.
There are various reasons for the buyer power being strong.
First, the number of buyers is significantly high. Furthermore,
the buyers can easily choose among alternative car brands and it
does not cost them much to switch to other vehicle brands or
use other transportation modes (Iveta, 2012). In order to attract
more customers, Motors and More has embarked on a strategy
that focuses on product quality and customer responsiveness.
The company manufactures customized vehicles and ensures
that all its products meet the federal and international
specifications governing issues such as safety and sustainability
standards.
The threat of substitutes in the industry, which is the other
important force, is relatively strong in the automobile industry.
11. This is because there are many alternative modes of
transportation with which to choose from including bicycles,
planes, trains and motorcycles (Nieuwenhuis & Wells, 2003).
These substitutes can provide the same convenience, making
them appealing to many customers. Moreover, most of the
alternative modes of transportation cost cheaper and are
sometimes more environmentally friendly, which can make them
attractive choices. Motors and More Inc. has strived to utilize
environmentally friendly practices in various spheres of
operation in order to ensure that it appeals to its wide customer
base.
The other force in Porter’s model is competitive rivalry. As
Noe, Hollenbeck, & Gerhart (2011) vividly point out, the
intensity of rivalry or competition can have significant
implications on the capacity of the firm to generate adequate
margins. In the automotive industry, the competition is very
stiff. Some of the major competitors of Motors and More
include Toyota Motor Corporation, Mazda, Hyundai, Peugeot
and Ford. These competitors have invested heavily in research
and development (R&D) as well as advertising campaigns to
reach more customers. Motors and More strives to confront the
competitive rivalry through investment in quality production,
continued emphasis on emergent technologies and leveraging on
cost effective mediums of advertisement such as social
networking platforms. These mediums harnessed by Motors and
More have the possibility of reaching a wider target clientele at
relatively lower costs and yielding valuable feedback that can
help in product developments/modifications (Wheelen &
Hunger, 2012).
It is worth noting that strategy plays a very critical role in
company performance. First, it helps in creating goal clarity.
Management and other senior executives at Motors and More
can use strategy to align the operational aspects of the business
to the vision and mission of the organization. This can help
employees to develop shared goals and synergy needed to meet
12. strategic objectives (Pearce & Robinson, 2011). In addition,
strategy is also an important tool for managerial decision-
making. The senior management for companies such as Motors
and More can use strategic plans to guide them in important
decisions such as those related to restructuring, mergers and
acquisitions, corporate social responsibility as well as
international expansion.
Nevertheless, for business strategy to realize its intended
outcomes, various measures must be in place. For example, the
senior management should play an instrumental role in all the
phases of strategy formulation, design, implementation, control
and evaluation (Wheelen & Hunger, 2012). The senior
management also has the responsibility of ensuring that it
provides all the required resources for successful strategy
implementation. Some of these resources include the financial,
human capital and material resources. Strategic management
allows companies such as Motors and More to understand their
internal and external environments via the use of tools such as
SWOT analysis, Porter’s five forces analysis and PESTEL. All
these can aid management in formulating sound strategic
decisions that can translate to overall profitability of the
organization (Noe et al., 2011).
From the case, it becomes apparent that various components to
the HR strategy will be important for supporting the overall
company strategy. First, Motors and More should create a HR
Department since it currently lacks one. This department will be
responsible for overseeing all the needs of the employees
including employee development and employee relations.
Another vital component in the HR department should be
continued emphasis on training and development. The training
should primarily focus on multicultural competence (Iveta,
2012). This is because Motors and More currently have
employees from diverse cultural backgrounds but has failed to
integrate them into leadership positions. The training will aid to
ensure that all employees appreciate and embrace diversity,
which is essential for increasing cohesiveness and inclusivity.
13. The other HR component that will be critical for supporting the
overall company strategy will be introducing new incentives for
the employees. Even though Moto and More currently offers
some incentives, it can motivate more employees through
increased financial, material and nonmonetary rewards such as
paid vacations (Noe et al., 2011). This will aid to reduce the
high turnover rates and increase employee engagement. The
other important component will be empowering the HR
department with the function of conducting employees’
appraisals and evaluation. This will aid to identify the
weaknesses and impediments that are preventing employees
from accomplishing their tasks effectively and institute
contingency measures for better performance.
References
Iveta, G. (2012). Human Resources Key Performance Indicators.
Journal of Competitiveness, 4 (1), 117-128.
Nieuwenhuis, P., & Wells, P. (2003). The automotive industry
and the environment : a technical, business and social future.
Cambridge : Woodhead Pub.
Noe, R., Hollenbeck, J., & Gerhart, . (2011). Fundamentals of
Human Resource Management (4 ed.). New York, NY: McGraw-
Hill/Irwin.
Pearce, J. A., & Robinson, R. B. (2011). Strategic management :
formulation, implementation, and control (12 ed.). New York:
McGraw-Hill/Irwin.
Wheelen, T. L., & Hunger, J. D. (2012). Strategic management
and business policy : toward global sustainability (13 ed.).
Upper Saddle River, N.J.: Pearson Prentice Hall.