Which Way Should You
Downsize in a Crisis?
F A L L 2 0 0 9 V O L . 5 1 N O . 1
R E P R I N T N U M B E R 5 1 1 1 8
Christopher D. Zatzick, Mitchell L. Marks and
Roderick D. Iverson
FALL 2009 MIT SLOAN MANAGEMENT REVIEW 79COURTESY OF SOUTHWEST AIRLINES
THE GLOBAL economic downturn has
forced many companies to make deep cuts
to their work forces. Numerous retailers
like Mervyn’s and Circuit City Stores Inc.
closed locations, filed for bankruptcy or
shut down altogether. Even companies like
Yahoo!, Google, American Express and
Motorola have had to cut their work forces.
The dramatic downturn in the economy
left many organizations in a quandary. Sev-
eral years ago, the major issue was winning
the so-called war for talent: how to attract
and retain the best and brightest. So compa-
nies implemented r igorous selection
mechanisms, internal promotion ladders,
extensive training and development, flexible
work scheduling and group incentive
schemes, all in hopes of developing a work
force that would confer a sustainable com-
petitive advantage. But then the recession
turned that thinking upside down. Many
organizations have been scrambling to fig-
ure out how best to restructure and cut costs
without jeopardizing the valuable human
capital that they had built.
To help such companies, we have devel-
oped a framework that integrates the
seemingly paradoxical practices of talent
management and downsizing. The frame-
work looks at two important variables: the
Managers have been inundated with advice on the dos and don’ts of laying off employees.
But the truth is that there is no ‘one size fits all’ approach to downsizing.
BY CHRISTOPHER D. ZATZICK, MITCHELL L. MARKS AND RODERICK D. IVERSON
Which Way Should You
Downsize in a Crisis?
P E O P L E & S T R A T E G Y
THE LEADING
QUESTION
When crisis
forces down-
sizing, is there
a best way to
do it?
FINDINGS
! Downsizing
initiatives must
align with talent
management
strategy.
! Is the downsizing
reactive or proac-
tive? Is your
organization
control oriented
or commitment
oriented?
! Sometimes core
and support work-
ers are managed
differently.
Since its launch 30 years ago, Southwest Airlines
has pursued a no-involuntary-layoffs policy
consistent with its talent culture. But it has
found ways to reduce staffing when necessary.
80 MIT SLOAN MANAGEMENT REVIEW FALL 2009 SLOANREVIEW.MIT.EDU
P E O P L E & S T R A T E G Y
type of downsizing (reactive versus proactive) and
the company’s approach to managing employees
(control oriented versus commitment oriented). By
first understanding an organization’s position with
respect to those two dimensions, managers can de-
vise an optimal strategy for downsizing.
Two Important Dimensions
Of course, downsizing is not a new phenomenon. In
fact, over the past two decades it has become a wide-
spread tool for cutting costs and achieving operating
effic.
A STUDY ON EMPLOYEE RETENTION IN PL.A GROUP OF COMPANIES IAEME Publication
Employee retention is the foremost problem; which all organizations are now facing in the global competitive environment. In this conceptual paper, I have attempted to bring out some employee retention approaches, which have developed over a period of time. Retention strategies for knowledge workforce, for achieving competitive advantage are also highlighted. Employee Retention refers to the ability of the organization to retain its employees and it's emerging as a big challenge to organizations. Organization culture, pay and remuneration, flexibility and job satisfaction highly influence the retention rate for any company. Retention of employees is an important function of the HRM.
Organizations need to focus on integrating business processes to obtain efficiencies of operation. While integrating one process to the other is important, it is also important to look inwardly to see if components of individual processes are integrated enough within themselves. An integrated Human Capital Management addresses the human resource issues facing organizations, especially performance and attrition. This paper proposes such an integrated system that is powered by the seamlessness offered by an enterprise application and the optimizing capabilities of an analysis engine.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
STRATEGIC INITIATIVES
Aligning Business & HR Objectives
With all the talk about aligning business and HR initiatives, it’s easy to become confused about exactly what this means. This is why HRfocus found a panel discussion on this topic at the recent Conference Board Human Resources Conference in New York City especially valuable. We present much of what we learned here in the hopes that others’ experience will help you define and apply the concepts to your own situation.
The conference also featured a keynote address by Prudential CEO Arthur Ryan, who discussed several initiatives at his orga- nization in which HR’s contribution has been particularly impor- tant (see the sidebar, “Strategic Alignment: A CEO’s View”).
MAKING THE LINK
The panel agreed that it’s crucial to link current business imper- atives with human resources. And today’s key business impera- tives are:
Increasing productivity. Operating globally. Maintaining competitive labor costs. Cutting costs for other operations. Generating revenue growth through innovation. Managing effective and rapid change. Maintaining ethics and a good corporate reputation.
THE TALENT STRATEGY
This includes: Adjusting the staffing level. To respond to current condi-
tions, you need flexibility and an organized talent plan, said Sharon Taylor, senior vice president, corporate human resources, and chair of the Prudential Foundation, Prudential. “Who you have, what they do, how they do it—you need to know this to be able to redeploy.”
Adjusting to changing demographics. This is especially continued on page 13
disconnected from technology and, in some cases, HR was disconnected from the business strategy. Today, the focus is shifting to more manager- and strategy-oriented applications to provide the highest ROI and im- pact.
Develop an action plan to ex- pand the deployment of manager productivity applications. Then look
to performance-measurement tech- nologies as an extension of HR trans- formation.
Recognize the importance of change management in generating a successful initiative. Establish and execute a plan at all levels.
FOR MORE INFORMATION
The accompanying tables provide
information on software development and delivery vendor providers from North American respondents (see Table 1), investment to date world- wide for workforce technologies by size (see Table 2), investment so far in responding organizations by size (see Table 3), and budget for the next 21 months for workforce tech- nologies (see Table 4).
TECHNOLOGY (cont’d)
STRATEGIC INITIATIVES (cont’d from page 1)
important with regard to “offshor- ing” jobs. The question is quite com- plex, including how to explain the need for it to your stakeholders and customers and dealing with a poten- tial public relations backlash from those who find offshoring unpatriotic.
Some operations at Corning, Inc., have been sent abroad, said Kurt Fischer, vice president, human re- sources, and diversity officer. Send- ing manufacturin.
A STUDY ON EMPLOYEE RETENTION IN PL.A GROUP OF COMPANIES IAEME Publication
Employee retention is the foremost problem; which all organizations are now facing in the global competitive environment. In this conceptual paper, I have attempted to bring out some employee retention approaches, which have developed over a period of time. Retention strategies for knowledge workforce, for achieving competitive advantage are also highlighted. Employee Retention refers to the ability of the organization to retain its employees and it's emerging as a big challenge to organizations. Organization culture, pay and remuneration, flexibility and job satisfaction highly influence the retention rate for any company. Retention of employees is an important function of the HRM.
Organizations need to focus on integrating business processes to obtain efficiencies of operation. While integrating one process to the other is important, it is also important to look inwardly to see if components of individual processes are integrated enough within themselves. An integrated Human Capital Management addresses the human resource issues facing organizations, especially performance and attrition. This paper proposes such an integrated system that is powered by the seamlessness offered by an enterprise application and the optimizing capabilities of an analysis engine.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
STRATEGIC INITIATIVES
Aligning Business & HR Objectives
With all the talk about aligning business and HR initiatives, it’s easy to become confused about exactly what this means. This is why HRfocus found a panel discussion on this topic at the recent Conference Board Human Resources Conference in New York City especially valuable. We present much of what we learned here in the hopes that others’ experience will help you define and apply the concepts to your own situation.
The conference also featured a keynote address by Prudential CEO Arthur Ryan, who discussed several initiatives at his orga- nization in which HR’s contribution has been particularly impor- tant (see the sidebar, “Strategic Alignment: A CEO’s View”).
MAKING THE LINK
The panel agreed that it’s crucial to link current business imper- atives with human resources. And today’s key business impera- tives are:
Increasing productivity. Operating globally. Maintaining competitive labor costs. Cutting costs for other operations. Generating revenue growth through innovation. Managing effective and rapid change. Maintaining ethics and a good corporate reputation.
THE TALENT STRATEGY
This includes: Adjusting the staffing level. To respond to current condi-
tions, you need flexibility and an organized talent plan, said Sharon Taylor, senior vice president, corporate human resources, and chair of the Prudential Foundation, Prudential. “Who you have, what they do, how they do it—you need to know this to be able to redeploy.”
Adjusting to changing demographics. This is especially continued on page 13
disconnected from technology and, in some cases, HR was disconnected from the business strategy. Today, the focus is shifting to more manager- and strategy-oriented applications to provide the highest ROI and im- pact.
Develop an action plan to ex- pand the deployment of manager productivity applications. Then look
to performance-measurement tech- nologies as an extension of HR trans- formation.
Recognize the importance of change management in generating a successful initiative. Establish and execute a plan at all levels.
FOR MORE INFORMATION
The accompanying tables provide
information on software development and delivery vendor providers from North American respondents (see Table 1), investment to date world- wide for workforce technologies by size (see Table 2), investment so far in responding organizations by size (see Table 3), and budget for the next 21 months for workforce tech- nologies (see Table 4).
TECHNOLOGY (cont’d)
STRATEGIC INITIATIVES (cont’d from page 1)
important with regard to “offshor- ing” jobs. The question is quite com- plex, including how to explain the need for it to your stakeholders and customers and dealing with a poten- tial public relations backlash from those who find offshoring unpatriotic.
Some operations at Corning, Inc., have been sent abroad, said Kurt Fischer, vice president, human re- sources, and diversity officer. Send- ing manufacturin.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
FIGURE 4- 2 Strategic Typology of Human Resource Activities Source.docxmydrynan
FIGURE 4- 2 Strategic Typology of Human Resource Activities Source: Slight modification of model developed by Alan W. Speaker, Synhrgy HR Technologies, Alpharetta, GA, 2000. timely manner, and with cost efficiency. The firm's executives do not view these activities as strategically important and do not become concerned with them unless there is a problem. However, when such activities are performed poorly, human resource executives quickly get into trouble. Human resource departments must ensure that the activities in this quadrant are performed well before they can take on more strategic roles. In many instances, these activities are good candidates for outsourcing, which enables human resource departments to shift their focus and staff resources to a more strategic venue. 73 Baron and Kreps make a similar recommendation in that they argue that activities of low strategic importance and low social interdependence should be outsourced and that the decision criteria for such decisions are cost and flexibility. 74 The evolving wisdom of strategic human resources argues that the function can make its greatest contributions in the upper right quadrant. Human resource executives see an imperative to move their departments toward greater contributions in this area. Activities in the high strategic value/ relationship quadrant have a more direct impact on the firm's ability to successfully implement its competitive strategy. For example, if the firm has poor relations with its unionized workers and this produces restrictive work rules and resistance to more flexible work arrangements, then the firm is likely to have difficulty implementing a low- cost strategy. Likewise, if the firm does not have a good executive compensation pro-gram, then it is likely to have more political infighting and will encounter greater difficulty in getting its executives to cooperate for the good of the company. Given such conditions, the firm is unlikely to succeed with a differentiation strategy requiring superior customer service. Because excellence in these activities can provide firms with a source of competitive advantage and some are based on trusting relationships developed over time, they are unlikely to be outsourced. In contrast to executives, the firm's other employees are less likely to attach as much importance to these activities. Several planning- related or design activities fall within the high strategic value/ transactional quadrant. These activities potentially affect the firm's ability to implement strategies in the future. For example, staffing planning or human resource planning probably falls within this category. As will be explained in Chapter 5, such planning is necessary to ensure the availability of key people to implement the firm's strategies in the future. Compliance with governmental regulations is another activity of high strategic value of a transactional nature. For example, firms need to evaluate and monitor their staffing practices a ...
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Workforce Management also called Human Resource Management manages o.pdfshahidqamar17
Workforce Management also called Human Resource Management manages one of a firm’s
most valuable and important resources, its employees. HR Management makes certain
employees are being effectively utilized accomplishing an organizations’ and individual’s goals.
Describe the evolution of workforce management and Frederick Taylor’s involvement and
influence with this evolution.
Solution
Answer:
Human resource management focuses on opening up labourer productivity. Human resource
management specialists manage the human capital of an affiliation and focus on realizing
courses of action and methods. They can rehearse on selecting, getting ready, labourer relations
or preferences. Enrolling geniuses find and contract top capacity. Getting ready and headway
specialists ensure that labourers are arranged and have tireless change. This is done through
preparing programs, execution assessments and reward programs. Representative relations
manage worries of workers when arrangements are broken, for example, in cases including
provocation or segregation. Somebody in benefits creates remuneration structures, family-leave
projects, rebates and different advantages that workers can get. On the opposite side of the field
are Human Resources Generalists or business accomplices. These HR experts could work in all
regions or be work relations agents working with unionized representatives.
In new businesses, prepared experts may perform HR obligations. In bigger organizations, a
whole practical gathering is ordinarily devoted to the train, with staff work in different HR
assignments and useful authority taking part in key basic leadership over the business. To
prepare experts for the calling, foundations of advanced education, proficient affiliations, and
organizations have built up projects of concentrate devoted expressly to the obligations of the
capacity. Scholastic and specialist associations may deliver field-particular distributions. HR is
additionally a field of research examine that is famous inside the fields of Management and
modern/authoritative brain science, with look into articles showing up in various scholarly
diaries, incorporating those said later in this article.
A few organizations globalize and frame more different groups. HR divisions have the part of
ensuring that these groups can work and that individuals can convey crosswise over societies and
crosswise over fringes. Because of changes in trade, current points in HR incorporate assorted
variety and consideration and in addition utilizing innovation to propel representative
engagement. In the current worldwide workplace, most organizations concentrate on bringing
down worker turnover and on holding the ability and information held by their workforce. New
enlisting involves a high cost as well as expands the danger of a newcomer not having the
capacity to supplant the individual who worked in a position some time recently. HR divisions
endeavour to offer advantages that will engage specia.
With regards to this article, I agree and disagree on certain leve.docxalanfhall8953
With regards to this article, I agree and disagree on certain levels pertaining to racism in video games. I have been playing video games since the Nintendo days and I have noticed many stereotypes in video games that Evan has pointed out. Although Evan feels that all black characters are subject to stereotypes, there are bunches of game characters that I believe are not under this category and are in fact very ambitious characters. For example, Lee Everett from the Walking Dead: Season 1 game, Captain Anderson from the Mass Effect Trilogy, Franklin from Grand Theft Auto V and Sgt. Johnson from the Halo series. The problem I have with Evan's critique is the fact that he is judging black characters based on how they act and look, something that society does to members of the visible minority in the real world. Majority of the characters that are in question may seem stereotypical at first but if you delve deeper into their character you start to realize that there is depth behind that person rather than just big muscles and a loud mouth. In my opinion, whenever I play a video game I can care less what the race of my character is and I look more towards their development as a character and the story that it is telling. Many "gamers" share this same opinion from research I have done and even in the comment section of this article. I get the notion that he is looking for a character that is "white" but the problem is whenever a black character is given the same characteristics as a white character, they are not well received and are made fun of for being "white washed". There seems to be a double standard with how black characters are portrayed and is also something that will unfortunately never be able to appease to everyone due to the fact that everyone shares a different opinion on how certain types of characters should be portrayed.
3/25/2014
1/11
The Social Construction of "Race"
As our discussions have revealed over the past few weeks, negative or stereotypical representation in media
has real consequences. Such representations not only reflect but also reinforce the marginality of minority
groups. Thus, it follows that the political empowerment of subordinate groups in society--such as women,
youth, people with disabilities, gays and lesbians, the poor--depends in part on changing the way these
groups are represented.
How can we think about the issues of representation and empowerment in relation to racial minorities? First,
we need to gain a better understanding of the social construction of racial and ethnic identity.
Ethnicity
'Ethnicity' and 'race' are linked but distinct categories. Ethnicity is a broad social category that addresses
one’s perceived membership in a larger group based on an attachment to an actual or possible homeland, its
cultural heritage, belief system, political history, language, myths, customs, manners, food, literature, sport, art
or architectural style. Ethnic affiliations are acknowledged and pa.
WIT Financial Accounting Test Chapters 5 and 6
1. From the adjusted trial balance for Worker Products Company given below, prepare a multiple-step income statement in good form.
Worker Products Company
Adjusted Trial Balance
December 31
Debit
Credit
Cash
$9,400
Accounts receivable
25,000
Merchandise inventory
36,000
Office supplies
900
Store equipment
75,000
Accumulated depreciation - store equipment
$22,000
Office equipment
60,000
Accumulated depreciation -office equipment
15,000
Accounts payable
42,000
Notes payable
10,000
F. Worker, Capital
110,700
F. Worker, Withdrawals
48,000
Sales
325,000
Sales discounts
6,000
Sales returns and allowances
16,500
Cost of goods sold
195,000
Sales salaries expense
32,500
Depreciation expense - store equipment
11,000
Depreciation expense - office equipment
7,500
Office supplies expense
1,300
Interest expense
600
Totals
$524,700
$524,700
2. From the adjusted trial balance for Worker Products Company given below, prepare the necessary closing entries.
Worker Products Company
Adjusted Trial Balance
December 31
Debit
Credit
Cash
$9,400
Accounts receivable
25,000
Merchandise inventory
36,000
Office supplies
900
Store equipment
75,000
Accumulated depreciation - store equipment
$22,000
Office equipment
60,000
Accumulated depreciation -office equipment
15,000
Accounts payable
42,000
Notes payable
10,000
F. Worker, Capital
110,700
F. Worker, Withdrawals
48,000
Sales
325,000
Sales discounts
6,000
Sales returns and allowances
16,500
Cost of goods sold
195,000
Sales salaries expense
32,500
Depreciation expense - store equipment
11,000
Depreciation expense - office equipment
7,500
Office supplies expense
1,300
Interest expense
600
Totals
$524,700
$524,700
3. A company made the following merchandise purchases and sales during the month of May:
May 1
Purchased
380 units at
$15 each
May 5
Purchased
270 units at
$17 each
May 10
Sold
400 units at
$50 each
May 20
Purchased
300 units at
$22 each
May 25
Sold
400 units at
$50 each
There was no beginning inventory. If the company uses the LIFO periodic inventory method, what would be the cost of the ending inventory?
4. A company made the following merchandise purchases and sales during the month of May:
May 1
Purchased
380 units at
$15 each
May 5
Purchased
270 units at
$17 each
May 10
Sold
400 units at
$50 each
May 20
Purchased
300 units at
$22 each
May 25
Sold
400 units at
$50 each
There was no beginning inventory. If the company uses the FIFO periodic inventory method, what would be the cost of the ending inventory?
5. Flaxco purchases inventory from overseas and incurs the following costs: the cost of the merchandise is $50,000, credit terms are 2/10, n/30 that apply only to the $50,000; FOB shipping point freight charges are $1,500; insurance during transit is $500; and import duties .
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8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
FIGURE 4- 2 Strategic Typology of Human Resource Activities Source.docxmydrynan
FIGURE 4- 2 Strategic Typology of Human Resource Activities Source: Slight modification of model developed by Alan W. Speaker, Synhrgy HR Technologies, Alpharetta, GA, 2000. timely manner, and with cost efficiency. The firm's executives do not view these activities as strategically important and do not become concerned with them unless there is a problem. However, when such activities are performed poorly, human resource executives quickly get into trouble. Human resource departments must ensure that the activities in this quadrant are performed well before they can take on more strategic roles. In many instances, these activities are good candidates for outsourcing, which enables human resource departments to shift their focus and staff resources to a more strategic venue. 73 Baron and Kreps make a similar recommendation in that they argue that activities of low strategic importance and low social interdependence should be outsourced and that the decision criteria for such decisions are cost and flexibility. 74 The evolving wisdom of strategic human resources argues that the function can make its greatest contributions in the upper right quadrant. Human resource executives see an imperative to move their departments toward greater contributions in this area. Activities in the high strategic value/ relationship quadrant have a more direct impact on the firm's ability to successfully implement its competitive strategy. For example, if the firm has poor relations with its unionized workers and this produces restrictive work rules and resistance to more flexible work arrangements, then the firm is likely to have difficulty implementing a low- cost strategy. Likewise, if the firm does not have a good executive compensation pro-gram, then it is likely to have more political infighting and will encounter greater difficulty in getting its executives to cooperate for the good of the company. Given such conditions, the firm is unlikely to succeed with a differentiation strategy requiring superior customer service. Because excellence in these activities can provide firms with a source of competitive advantage and some are based on trusting relationships developed over time, they are unlikely to be outsourced. In contrast to executives, the firm's other employees are less likely to attach as much importance to these activities. Several planning- related or design activities fall within the high strategic value/ transactional quadrant. These activities potentially affect the firm's ability to implement strategies in the future. For example, staffing planning or human resource planning probably falls within this category. As will be explained in Chapter 5, such planning is necessary to ensure the availability of key people to implement the firm's strategies in the future. Compliance with governmental regulations is another activity of high strategic value of a transactional nature. For example, firms need to evaluate and monitor their staffing practices a ...
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Workforce Management also called Human Resource Management manages o.pdfshahidqamar17
Workforce Management also called Human Resource Management manages one of a firm’s
most valuable and important resources, its employees. HR Management makes certain
employees are being effectively utilized accomplishing an organizations’ and individual’s goals.
Describe the evolution of workforce management and Frederick Taylor’s involvement and
influence with this evolution.
Solution
Answer:
Human resource management focuses on opening up labourer productivity. Human resource
management specialists manage the human capital of an affiliation and focus on realizing
courses of action and methods. They can rehearse on selecting, getting ready, labourer relations
or preferences. Enrolling geniuses find and contract top capacity. Getting ready and headway
specialists ensure that labourers are arranged and have tireless change. This is done through
preparing programs, execution assessments and reward programs. Representative relations
manage worries of workers when arrangements are broken, for example, in cases including
provocation or segregation. Somebody in benefits creates remuneration structures, family-leave
projects, rebates and different advantages that workers can get. On the opposite side of the field
are Human Resources Generalists or business accomplices. These HR experts could work in all
regions or be work relations agents working with unionized representatives.
In new businesses, prepared experts may perform HR obligations. In bigger organizations, a
whole practical gathering is ordinarily devoted to the train, with staff work in different HR
assignments and useful authority taking part in key basic leadership over the business. To
prepare experts for the calling, foundations of advanced education, proficient affiliations, and
organizations have built up projects of concentrate devoted expressly to the obligations of the
capacity. Scholastic and specialist associations may deliver field-particular distributions. HR is
additionally a field of research examine that is famous inside the fields of Management and
modern/authoritative brain science, with look into articles showing up in various scholarly
diaries, incorporating those said later in this article.
A few organizations globalize and frame more different groups. HR divisions have the part of
ensuring that these groups can work and that individuals can convey crosswise over societies and
crosswise over fringes. Because of changes in trade, current points in HR incorporate assorted
variety and consideration and in addition utilizing innovation to propel representative
engagement. In the current worldwide workplace, most organizations concentrate on bringing
down worker turnover and on holding the ability and information held by their workforce. New
enlisting involves a high cost as well as expands the danger of a newcomer not having the
capacity to supplant the individual who worked in a position some time recently. HR divisions
endeavour to offer advantages that will engage specia.
With regards to this article, I agree and disagree on certain leve.docxalanfhall8953
With regards to this article, I agree and disagree on certain levels pertaining to racism in video games. I have been playing video games since the Nintendo days and I have noticed many stereotypes in video games that Evan has pointed out. Although Evan feels that all black characters are subject to stereotypes, there are bunches of game characters that I believe are not under this category and are in fact very ambitious characters. For example, Lee Everett from the Walking Dead: Season 1 game, Captain Anderson from the Mass Effect Trilogy, Franklin from Grand Theft Auto V and Sgt. Johnson from the Halo series. The problem I have with Evan's critique is the fact that he is judging black characters based on how they act and look, something that society does to members of the visible minority in the real world. Majority of the characters that are in question may seem stereotypical at first but if you delve deeper into their character you start to realize that there is depth behind that person rather than just big muscles and a loud mouth. In my opinion, whenever I play a video game I can care less what the race of my character is and I look more towards their development as a character and the story that it is telling. Many "gamers" share this same opinion from research I have done and even in the comment section of this article. I get the notion that he is looking for a character that is "white" but the problem is whenever a black character is given the same characteristics as a white character, they are not well received and are made fun of for being "white washed". There seems to be a double standard with how black characters are portrayed and is also something that will unfortunately never be able to appease to everyone due to the fact that everyone shares a different opinion on how certain types of characters should be portrayed.
3/25/2014
1/11
The Social Construction of "Race"
As our discussions have revealed over the past few weeks, negative or stereotypical representation in media
has real consequences. Such representations not only reflect but also reinforce the marginality of minority
groups. Thus, it follows that the political empowerment of subordinate groups in society--such as women,
youth, people with disabilities, gays and lesbians, the poor--depends in part on changing the way these
groups are represented.
How can we think about the issues of representation and empowerment in relation to racial minorities? First,
we need to gain a better understanding of the social construction of racial and ethnic identity.
Ethnicity
'Ethnicity' and 'race' are linked but distinct categories. Ethnicity is a broad social category that addresses
one’s perceived membership in a larger group based on an attachment to an actual or possible homeland, its
cultural heritage, belief system, political history, language, myths, customs, manners, food, literature, sport, art
or architectural style. Ethnic affiliations are acknowledged and pa.
WIT Financial Accounting Test Chapters 5 and 6
1. From the adjusted trial balance for Worker Products Company given below, prepare a multiple-step income statement in good form.
Worker Products Company
Adjusted Trial Balance
December 31
Debit
Credit
Cash
$9,400
Accounts receivable
25,000
Merchandise inventory
36,000
Office supplies
900
Store equipment
75,000
Accumulated depreciation - store equipment
$22,000
Office equipment
60,000
Accumulated depreciation -office equipment
15,000
Accounts payable
42,000
Notes payable
10,000
F. Worker, Capital
110,700
F. Worker, Withdrawals
48,000
Sales
325,000
Sales discounts
6,000
Sales returns and allowances
16,500
Cost of goods sold
195,000
Sales salaries expense
32,500
Depreciation expense - store equipment
11,000
Depreciation expense - office equipment
7,500
Office supplies expense
1,300
Interest expense
600
Totals
$524,700
$524,700
2. From the adjusted trial balance for Worker Products Company given below, prepare the necessary closing entries.
Worker Products Company
Adjusted Trial Balance
December 31
Debit
Credit
Cash
$9,400
Accounts receivable
25,000
Merchandise inventory
36,000
Office supplies
900
Store equipment
75,000
Accumulated depreciation - store equipment
$22,000
Office equipment
60,000
Accumulated depreciation -office equipment
15,000
Accounts payable
42,000
Notes payable
10,000
F. Worker, Capital
110,700
F. Worker, Withdrawals
48,000
Sales
325,000
Sales discounts
6,000
Sales returns and allowances
16,500
Cost of goods sold
195,000
Sales salaries expense
32,500
Depreciation expense - store equipment
11,000
Depreciation expense - office equipment
7,500
Office supplies expense
1,300
Interest expense
600
Totals
$524,700
$524,700
3. A company made the following merchandise purchases and sales during the month of May:
May 1
Purchased
380 units at
$15 each
May 5
Purchased
270 units at
$17 each
May 10
Sold
400 units at
$50 each
May 20
Purchased
300 units at
$22 each
May 25
Sold
400 units at
$50 each
There was no beginning inventory. If the company uses the LIFO periodic inventory method, what would be the cost of the ending inventory?
4. A company made the following merchandise purchases and sales during the month of May:
May 1
Purchased
380 units at
$15 each
May 5
Purchased
270 units at
$17 each
May 10
Sold
400 units at
$50 each
May 20
Purchased
300 units at
$22 each
May 25
Sold
400 units at
$50 each
There was no beginning inventory. If the company uses the FIFO periodic inventory method, what would be the cost of the ending inventory?
5. Flaxco purchases inventory from overseas and incurs the following costs: the cost of the merchandise is $50,000, credit terms are 2/10, n/30 that apply only to the $50,000; FOB shipping point freight charges are $1,500; insurance during transit is $500; and import duties .
Windows Server Deployment ProposalOverviewEach student will .docxalanfhall8953
Windows Server Deployment Proposal
Overview
Each student will create a detailed, organized, unified technical solution given the scenario described below. The submission will be in a written format, with at least one diagram, and may include additional diagrams, charts or tables. The assignment is meant for students to enhance their mastery of the material and to provide a creative and realistic way in which to apply knowledge from this course.
Scenario
Worldwide Advertising, Inc. (referred to as “WAI”) has hired you as an IT consultant for implementing their Windows network infrastructure. WAI is a new advertising firm, and they are currently hiring staff, establishing two locations, and have a need to get their internal IT services configured. They do not yet have an IT staff, but when they do, the IT staff will take over all aspects of IT administration. You are required to supply WAI with a solution which describes the implementation and configuration of their core IT services. Cost is not a significant concern – WAI wishes to implement the “right” solution to fit their needs now and for the next 2-3 years.
There are several details about WAI which will have an impact on your choices:
· WAI will start with 110 employees, in the following departments:
· Executives (9 employees) – manage and run the company
· Accounts and Sales Department (15 employees) – perform market research and maintain accounts
· Creative, Media and Production Department (59 employees) – advertising
· Human Resources and Finances (17 employees) – perform HR and financial duties
· IT (10 employees) – manage IT for the company
· WAI will have two sites, one in Seattle and one in New York. Most staff will be located in Seattle, with at least 1 person from each of the departments above located in NY.
· Networking equipment is already in place for both sites. A secure tunnel (using IPSec) will be established between the two sites so that inter-site traffic will be securely tunneled over the Internet. You may make whatever other assumptions you wish about intra-and inter-site connectivity.
· Security mechanisms (e.g., firewalls, intrusion detection) will be handled separately, and there is no need to describe them.
· Some departments will want their data to remain private from other departments (e.g., Finances personnel will not want Production staff to see the company’s financial details). Your team may make assumptions about how data should be shared or kept private.
· Assumptions can be made regarding any information not included here; all assumptions should be identified, however.
Topics to Cover
Your document should cover the content presented in the course. The outline below contains recommended points to cover. You are free to add other related information.
Describe the technical and business reasons for each choice, citing other resources as appropriate.
The Windows Server 2012 operating system should be used for all aspects of the solution.
The topics inclu.
Willowbrook SchoolBackgroundWillowbrook School is a small, pri.docxalanfhall8953
Willowbrook School
Background
Willowbrook School is a small, private school in the Midwest United States. For the past 20 years, it has offered a curriculum for preschool through 6th grade. Five years ago it expanded to offer after-school care, usually referred to as after care, on premises. After care is not only offered to Willowbrook’s students, but also for students of other schools in the area.
As an independent systems analyst working as a team, you work as an IT consultant, specializing in developing IT solutions for small businesses. You have been contacted by the director, Victoria Owens, to discuss the possibility of setting up a computer system to handle some of the school’s administrative and financial tasks. She explains to you that Willowbrook is experiencing significant increases in enrollment applications for all programs. Increases in applications, coupled with increased demand for after-school care, have led to a very high workload for the administrative personnel and staff. The principal and teachers have stepped in where possible, but the demand is becoming too great. Willowbrook School is a non-profit, and is not in a position to hire another full-time administrative position, which is what the principal and director think would be needed to handle the increased workload. You agree to meet with Victoria and the principal, Kathy Gilliard next week to discuss the school and its need for an information system.
You sit down with Victoria and Kathy on Wednesday to ask them some questions to help you determine what type of information system they need. You explain to them that information systems bring computer hardware and software together with people, processes, and data to produce specific results. They are excited to tell you about their situation and what they have in mind for a computer system to help with some of the work load. To help you with planning for the information system, you ask them about what personnel they have, as well as some questions to determine what types of information each person needs to do their job.
Victoria explains her role as the executive director of the school. She administers the activities of the school in accordance with the mission, vision, and policies established by the Board of Directors. She supports the educational staff and oversees the financial, payroll, and human resources functions for the school. She also prepares all necessary reports and evaluations for the state and local school boards. Kathy says that as the principal of Willowbrook she handles the academic and curricular issues that arise, and ensures that the school meets all federal and state educational standards. Kathy and the teachers who report to her make decisions jointly about admissions and assignments to classrooms. The two kitchen staff personnel, a head cook and an assistant, also report to the principal. She also coordinates students’ bus transportation schedule. The school contracts with a local bussing co.
Wind PowerUsed For Millennia Variations in alb.docxalanfhall8953
Wind Power
Used For Millennia
Variations in albedo
Wind
The Uneven Heating of the Surface
Annual average net radiation from the Earth’s surface 1995 - 1986
Areas of heat gain and loss on Earth’s surface
Re-distribution of Excess Heat
Atmospheric Circulation on a Non-rotating
Earth
One cell in each hemisphere.
Warm air rises at the equator and moves north.
Cool air sinks at the poles and flows toward the equator.
Coriolis Effect
Coriolis Effect: tendency of a fluid (water or air) to be deflected from
its straight-line path as it moves across the Earth’s surface.
Deflection of a moving object is to the Right in the Northern
Hemisphere and Left in the Southern Hemisphere.
High Pressure
High Pressure
Low Pressure
High Pressure
Rising air
Descending air
Low Pressure
Descending Air
Rising air
Low pressure
Descending air
Atmospheric Circulation on a Rotating Earth
InterTropical Convergence Zone
(another source of wind)
Wind Generation
Turbine Blades
Inside of Wind Turbine
Size Scale of Wind Turbines
Small Scale Wind Power (Domestic systems)
Large Scale Wind Power (Grid Systems)
Wind Characteristics
Highly variable at several different timescales:
From hour to hour
Daily
Seasonally
High demand may not correspond to peak winds.
Instantaneous electrical generation and consumption must remain in
balance to maintain the grid stability.
Intermittent winds pose problem for wind power. Backup generation
capacity (fossil fuels) or energy storage (pump storage) may be
needed.
Turbine Size
Domestic size Grid size
Early Wind Farms
Limited output per turbine.
Required large numbers of turbines.
Large Scale Wind Turbines
Note bus
New Wind Turbine Designs
Learning From Nature
Humpback Whale Blade design
Potential Wind Energy Regions
Wind & Water
Ocean wind farm off Denmark
Energy Output Vs. Wind Velocity
Each potential wind farm has its own wind characteristics
Advantages of Wind Power
• No fuel consumed.
• No air pollution.
• Energy used to build a wind power plant equals the
energy produced by the plant in a few months time =
pays for itself.
• Allows for multiple land use in farming and electrical
generation.
Surprising Resistance to Wind Power
Environmental Effects
Danger to birds and bats.
Noisy (whooof, whooof)
Medical problems
Aesthetics (Cape Cod).
Danger to birds and bats
Danger to birds and bats
Birdwatchers in UK flock to see rare
bird, then watch it killed by wind turbine
Bird Friendly Compressed Air
Turbine
Perceived Wind Noise
San Gorgoino Pass, California
Near Palm Springs, popular resort
New Wind Farm Proposal
Cape Cod Wind Farm
Against
Against
Can’t Please Everybody
Artist Rendition of Proposed Cape
Cod Wind Farm
Cape Cod wind farm would not be visible for
more that 7 - 8 months a year due to haze.
Isle of Lewis, Scotland
Isle of Lewis Standing Stones
La Venta,.
winter 2013 235 CREATE A CONTRACTInstructionsI will giv.docxalanfhall8953
winter 2013 235
CREATE A CONTRACT
Instructions:
I will give you a fact scenario below that involves some college students who are having difficulty living together as roommates.
Your task will be to create a contract to solve the problems and issues that the fact pattern raises. Hint I had (sixteen) 16 issues when I did the assignment.
After you create the contract, you will then include around a two page written description about WHY you chose to design the provisions of the contract the way you did.
Your grade will be based on:
1. Whether your contract identifies and solves the problems
2. Whether your contract is realistic
a. (ie a clause that says no roommate shall ever enter the room of another roommate is not practical because what if you hear them yelling for help, or if you haven’t seen them in 14 days.) I want you to think about “loopholes” and the “what if” types of things that can go wrong.
3. Language… Really in this assignment PLEASE pay attention to the words you type because one missing word can make the contract really silly… In last year’s contracts I had someone write… A roommate can eat any food in the apartment that has their name on it… (Great give me a pen and I’ll just put my name on everything).
4. Your explanation, did you have sound reasoning for putting in something in the contract.
5. Following the LAW:… This assignment requires you to have a general understanding of what a contract is and how it works… That is, after all, what we have been studying.
a. Do not include items in your contract that are illegal or are not a contract… For example do not say if the roommate leaves the toilet seat up, they will place their hands on the toilet and have their fingers slammed 10 times by the toilet seat. (That’s not enforceable)
b. Do NOT include something like… If roommate “brion” doesn’t like the punishment he can change it to what he wants, or if I don’t want to follow this rule I don’t have to”… (It is not a contract if one person can CHOOSE to not follow something, It also not a contract when you leave punishments, requirements ect for the “future to be determined”
6. Creativity/problem solving/format of contract
a. You must follow the general format of a contract I have included after the fact scenario… Trust me I am including the sections that ALL your contracts must have for your benefit. It will make organizing it a lot easier for you.
b. You must CHOOSE to write your contract from the viewpoint of one of the four people below or as a disinterested outside party… This is critical because if you are writing the contract from the perspective of one of the people it should FAVOR that person (in a reasonable way), if you are writing as a disinterested third party (an attorney) you should try and be as fair to all as possible.
c. In your explanation tell me from what viewpoint…actually make that your first sentence.
******************************************************************
.
WinEst As 1. Es2. Tassignment stInfo (Esti.docxalanfhall8953
WinEst As
1. Es
2. Ta
ssignment
stInfo (Estim
a. Name
b. Due:
c. Estima
d. Start
e. Estima
f. Rate
i.
ii.
ake Off (Ite
mate Inform
e: Driveway
1 month fro
ate Type: B
Date: Toda
ate Status:
Tables:
Sample L
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mation)
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om today
udgetary
ay
Submitted
abor Rates
quipment R
Page 1 of 2
COMPU
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TERS FO
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Un
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CHNOLO
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Page 2 of 2
3. Adding Markups
a. Add Net Markup
i. Name: Overhead and Profit
ii. Type: 15%
b. Add Sales Tax
i. Name: Sales Tax
ii. Type: 6.5%
iii. Restrict this Tax Markup to: Material
4. Print Report
a. Report 1:
i. Sheet View, set Filter to “’95 Div Details”
ii. File -> Print Preview -> Style
1. Layout: Landscape
2. Header/Footer -> Custom Header
a. Left Text (Use Field Tags…)
i. Est Info – Project Name
ii. Est Info – Start Date
iii. Est Info – Due Date
b. Center Text (Use Field Tags…)
i. Est Info – Type
ii. Est Info – Status
c. Right Text
i. Name
ii. Professor Name
iii. Class
iv. Date
b. Report 2:
i. Totals View
ii. File -> Print Preview
1. Ensure the Layout and Headers match Report 1
5. DUE: Monday, April 7, 2014 by 5:00 pm
1
Getting Started with WinEst
Sample Exercise v10.1
Professional Cost Estimating and Budgeting
Things you need to know about WinEst
Pull Down Menus & Tool Bars
There are different ways to view your toolbar in WinEst. Here are 2 examples. If you prefer large toolbar buttons,
select ‘Preferences’ from the ‘Tools’ menu option. Now select the Toolbars option from the displayed list of
preferences. To the right, under ‘Style’, change the Images to ‘Large’. Click OK.
Toolbar - Small Images with Short Text
Toolbar - Large Images with Text
WinEst has pull down menus for each of the following - File, Edit, View, Filters, Tables, Tools, Database, Reports,
Custom, Window and Help. When the mouse is clicked on one of these menu items, a list drops down and the
available commands display for that menu. Scan the menus to see the features available in the WinEst program.
Help
Help is always available. You can select the Contents command on the Help menu or press the F1 key to view
help.
2
Navigating in WinEst
WinEst has three main views. These enable you to follow a structured method for building and reviewing your
estimates. You can move from view to view at any time by clicking one of the corresponding toolbar buttons
(‘Takeoff’, ‘Sheet’ and ‘Totals’) or by making selections from the ‘View’ Menu.
Takeoff View
This view is for adding items to your estimate from the price book Database. From here you can:
• Lookup items in the database
• Perform takeoff calculations
• Assign Work Breakdown Structures (WBS) to items
• Analyze the Item takeoff audit trail
• Enter unique, “one time” items
• Add notes to it.
Wiley Plus Brief Exercise 6 –Accounting 100Brief Exercise 6-1B.docxalanfhall8953
Wiley Plus Brief Exercise 6 –Accounting 100
Brief Exercise 6-1
Brief Exercise 6-1
Farley Company identifies the following items for possible inclusion in the taking of a physical inventory.
Indicate whether each item should be "Included" or "Not Included" from the inventory taking.
(a)
Goods shipped on consignment by Farley to another company.
(b)
Goods in transit from a supplier shipped FOB destination.
(c)
Goods sold but being held for customer pickup.
(d)
Goods held on consignment from another company.
Brief Exercise 6-2
Wilbur Company has the following items:
Indicate whether each item should be "Included" or "Not Included" from the inventory taking.
(a)
Freight-In
(b)
Purchase Returns and Allowances
(c)
Purchases
(d)
Sales Discounts
(e)
Purchase Discounts
Brief Exercise 6-8
Pettit Company reports net income of $90,000 in 2014. However, ending inventory was understated $7,000.
What is the correct net income for 2014?
The correct net income for 2014
$
Warning
Don't show me this message again for the assignment
Ok
Cancel
Click if you would like to Show Work for this question:
Open Show Work
Brief Exercise 6-9 (Part Level Submission)
At December 31, 2014, the following information was available for A. Kamble Company: ending inventory $40,000, beginning inventory $60,000, cost of goods sold $270,000, and sales revenue $380,000.
Warning
Don't show me this message again for the assignment
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(a)
Calculate inventory turnover for A. Kamble Company. (Round answer to 1 decimal place, e.g. 1.5.)
Inventory turnover
times
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Don't show me this message again for the assignment
Ok
Cancel
Click if you would like to Show Work for this question:
Open Show Work
Modify Show Work
Exercise 6-1
Tri-State Bank and Trust is considering giving Josef Company a loan. Before doing so, management decides that further discussions with Josef’s accountant may be desirable. One area of particular concern is the inventory account, which has a year-end balance of $297,000. Discussions with the accountant reveal the following.
1.
Josef sold goods costing $38,000 to Sorci Company, FOB shipping point, on December 28. The goods are not expected to arrive at Sorci until January 12. The goods were not included in the physical inventory because they were not in the warehouse.
2.
The physical count of the inventory did not include goods costing $95,000 that were shipped to Josef FOB destination on December 27 and were still in transit at year-end.
3.
Josef received goods costing $22,000 on January 2. The goods were shipped FOB shipping point on December 26 by Solita Co. The goods were not included in the physical count.
4.
Josef sold goods costing $35,000 to Natali Co., FOB destination, on December 30. The goods were received at Natali on January 8. They were not included in Josef's physical inventory.
5.
Josef received goods costing $44,000 on January 2 that were sh.
Winter 2011 • Morality in Education 35Workplace Bullying .docxalanfhall8953
Winter 2011 • Morality in Education 35
Workplace Bullying: Costly and
Preventable
By Terry L Wiedmer
W orkplace bullying is a pervasive practice by malicious individuals who seekpower, control,domination, and subjugation. In businesses or schools, such bullying is an inefficient
way of working that is both costly and preventable. Senior management and executives are
ultimately responsible for creating and sustaining bully-free workplaces. Workplace bullies can be
stopped if employees and employers work together to establish and enforce appropriate workplace
policies and practices. This article presents information about workplace bullying, including its
prevalence, targeted individuals, bullying behaviors, employer practices, and steps to prevent
bullying. In the end, leadership and an environment of respect provide the ultimate formula for
stopping workplace bullying.
Bullying occurs between and among people in all venues—in the home, community, and
workplace. It is a pervasive, targeted, and planned effort that can be overtly obvious or
can fly under the radar and is conducted by practiced and malicious individuals who seek
power, control, domination, and subjugation. The impacts of such actions—in terms of
finances, emotions, health, morale, and overall productivity—are destructive, and the
ramifications are limitless (Mattice, 2009). Because no one is immune from the potential of
being subjected to bullying in the workplace, this topic merits further review and analysis
(Van Dusen, 2008). :
To combat workplace bullying, often referred to as psychological harassment or
violence (Workplace Bullying Institute [WBI], 2007), employers must have a full range of
policies in place and means available to them to create and maintain a healthy workplace
culture and climate. Although they are not generally for-profit endeavors, schools and
school systems are purposeful businesses that share the same concerns and have the same
responsibility to ensure that each employee works in a respectful environment and is not
subjected to workplace bullies.
Workplace Bullying •
According to the Workforce Bullying Institute (WBI), workplace bullying is
the repeated, health-harming mistreatment of one or more persons (the targets)
by one or more perpetrators that takes one or more of the following forms: verbal
abuse; offensive conduct/behaviors (including nonverbal) which are threatening,
humiliating, or intimidating; and work interference—sabotage—which prevents
work from getting done. (Definition of Workplace Bullying, para. 1)
Bullies seek to induce harm, jeopardize one's career and job, and destroy interpersonal
relationships. The behaviors of bullies harm people and ravage profits.
36 The Delta Kappa Gamma Bulletin
Prevalence of Workplace Bullying
Thirty-seven percent of U.S. workforce members report being bullied at work; this amounts
to an estimated 54 million Americans, which translates to nearly the entire population of
the states of Wash.
With the competitive advantage that Crocs’ supply chain holds, the.docxalanfhall8953
With the competitive advantage that Crocs’ supply chain holds, the company also wants to be able to sustain their customers’ satisfaction. In doing this, they must make sure that their transformation process is producing consistent output especially when new products are introduced. This can be achieved by having a solid quality control system.
With the quality control system, inspections are to take place at three critical points. The first one is before production, which involves the raw materials in Crocs’ case that would be the raw materials, or chemicals that they purchase in pellet form. This first step can be eliminated by through supplier certification. The second critical point is during the production process. Process quality control takes place, which involves statistical process control. Periodic samples are taken from a continuous production, as long as sample measurements fall within the control limit the production will continue. However, if the samples fall outside the control limits, the process is stopped and a search is made for an assignable cause. In this case, the process will use a quality control chart known as an attribute control chart. The whole purpose is to find the natural random variability in the output oppose to unnecessary variations. The company must maintain that natural random variability to be under statistical control. The last critical point is after production. Following these inspections is process capability. Process capability is assessed once the process is under statistical control. It is the ability of the process to meet or exceed customers’ specifications. Process capability is determined by using the process capability index. If the process is unable to meet the customer specifications the following step is continuous improvement in which case seven tools are used including a flow chart, check sheet, histogram, Pareto chart, cause and effect, scatter diagram and a control chart. These tools are then incorporated into an improvement approach known as Six Sigma. Six Sigma includes five steps:
1. Defining a process for improvement
2. Measuring the variables and setting goals for improvement
3. Analyzing the root causes in which case the seven tools are referred to
4. Making improvements
5. Implementing a control plan to ensure that changes are permanent
In furthering research on Crocs, it has been stated in online reviews by various customers that they have experienced defects in the seam of their shoes, cases in which their shoe had shrunk or didn’t fit at all, Crocs’ flip flops tearing apart, holes appearing in their shoes, and the smell of the shoes. These reviews are accessible to many consumers, and are capable of tainting the reputation of Crocs. Reviews such as these are important to pay attention to because it’s proof of the importance of solidifying an efficient quality control system. It is especially important when introducing new products, and the use of different materials. .
Wind power resources on the eastern U.S. continental shelf are est.docxalanfhall8953
Wind power resources on the eastern U.S. continental shelf are estimated to be over 400 GW, several times the electricity used by U.S. eastern coastal states. The first U.S. developer proposes to build 130 large (40 story tall) wind turbines in Nan- tucket Sound, just outside Massachusetts state waters. These would provide 420 MW at market prices, enough electricity for most of Cape Cod. The project is opposed by a vigorous and well-financed coalition. Polling shows local public opinion on the project almost equally divided. This article draws on semistructured interviews with residents of Cape Cod to analyze values, beliefs, and logic of supporters and oppo- nents. For example, one value found to lead to opposition is that the ocean is a special place that should be kept natural and free of human intrusion. One line of argument found to lead to support is: The war in Iraq is problematic, this war is “really” over petroleum, Cape Cod generates electricity from oil, therefore, the wind project would improve U.S. security. Based on analysis of the values and reasoning behind our interview data, we identify four issues that are relevant but not currently part of the debate.
Introduction
Recent assessments of renewable energy show that wind power has, since the turn of the century, become cost-competitive in the sites with the most favorable wind regimes (Herzog et al., 2001). Until very recently, large-scale North American wind resources were believed to exist in the Great Plains of the United States, northern Canada, and central Canada only (Grubb & Meyer, 1993). Although these huge resources are enough to meet the entire continent’s electrical needs, they are distant from the large coastal cities where electricity is primarily consumed—imposing a need for costly large-scale transmission lines (Cavallo, 1995). In just the last couple of years, it has been recog- nized that the Atlantic Ocean also has a large wind resource on the continental shelf, close to East Coast cities. Three or four manufacturers have developed large wind elec- tric turbines designed to be placed offshore, in waters up to 20–30 m in depth. To date these have been placed only in European waters. By late 2003, the resources, the tech- nology, and the economic viability had all come together in the Eastern United States, potentially allowing large-scale deployment to begin by 2005.
The furthest advanced of a handful of proposed U.S. offshore wind developments is in Nantucket Sound, off the Southern coast of Cape Cod, Massachusetts. This proposal has engendered a widespread, well-organized, well-financed, and politically potent op- position. This movement’s strength, and the apparent contradiction of such opposition coming from a population thought of as politically liberal and environmentally con- cerned, have garnered national press coverage (e.g., Burkett, 2003). A second project was proposed by the Long Island Power Authority for the southern edge of Long Island, with an .
Wilco Corporation has the following account balances at December 3.docxalanfhall8953
Wilco Corporation has the following account balances at December 31, 2012.
Common stock, $5 par value
$555,600
Treasury stock
90,720
Retained earnings
2,426,200
Paid-in capital in excess of par—common stock
1,321,900
Prepare Wilco’s December 31, 2012, stockholders’ equity section. (For preferred stock, common stock and treasury stock enter the account name only and do not provide the descriptive information provided in the question.)
WILCO CORPORATION
Stockholders’ Equity
December 31, 2012
$
:
$
Sprinkle Inc. has outstanding 10,050 shares of $10 par value common stock. On July 1, 2012, Sprinkle reacquired 107 shares at $89 per share. On September 1, Sprinkle reissued 61 shares at $90 per share. On November 1, Sprinkle reissued 46 shares at $85 per share.
Prepare Sprinkle’s journal entries to record these transactions using the cost method. (If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
7/1/12
9/1/12
11/1/12
Graves Mining Company declared, on April 20, a dividend of $519,800, on its $5 par common stock, payable on June 1. Of this amount, $133,700 is a return of capital.
Prepare the April 20 and June 1 entries for Graves. (If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
Apr. 20
June 1
Apr. 20 Retained Earnings = ($519,800 – $133,700) = $386,100
Abernathy Corporation was organized on January 1, 2012. It is authorized to issue 10,290 shares of 8%, $65 par value preferred stock, and 544,000 shares of no-par common stock with a stated value of $2 per share. The following stock transactions were completed during the first year.
Jan. 10
Issued 80,330 shares of common stock for cash at $6 per share.
Mar. 1
Issued 5,670 shares of preferred stock for cash at $113 per share.
Apr. 1
Issued 24,730 shares of common stock for land. The asking price of the land was $90,540; the fair value of the land was $80,330.
May 1
Issued 80,330 shares of common stock for cash at $9 per share.
Aug. 1
Issued 10,290 shares of common stock to attorneys in payment of their bill of $50,620 for services rendered in helping the company organize.
Sept. 1
Issued 10,290 shares of common stock for cash at $11 per share.
Nov. 1
Issued 1,940 shares of preferred stock for cash at $115 per share.
Prepare the journal entries to record the above transactions. (If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
Jan. 10
M.
Wilson Majee Technology Diffusion, S-Curve, and Innovation.docxalanfhall8953
Wilson Majee
Technology Diffusion, S-Curve, and Innovation-Decision Process
In this week's reflection report I will discuss technology diffusion, S-Curves and innovation
decision process. I will use the healthcare industry as an example. Our healthcare system is ever
evolving - new technologies, insurance models, and information systems are shaping the system
on a daily basis. Despites these changes and the huge healthcare expenditures (16 of GDP in
America compared to 8 in United Kingdom), Americans are comparatively not any healthier
than citizens in most other developed nations (Merson, Black, & Mills, 2012). The disconnect
between investments in technology and health outcomes is a concern of us all. It makes as
question technology diffusion within the healthcare system: are investments in health system
being spent efficiently? Are consumers really resistant to changes that benefit their health? Or
are there issues with technology diffusion as a practice.
Diffusion is the process by which an innovation is spread through a population. Ironically,
people and institutions, generally, do not like change. Change is viewed as painful, difficult and
times creating uncertainties. Because of this, and for the healthcare industry, huge amounts of
resources are devoted either to promoting innovations (for example, selling the latest drug,
imaging system, medical device etc.) or to preventing innovations from disrupting the status quo.
Although many successful healthcare innovations are aimed at making people healthier, at
relatively smaller increases in costs, IT usage in healthcare has always lagged other industries -
ERH are a good example. Adoption of ERH was slow. Literature on technology diffusion states
that successful implementation is influenced by the compatibility and complexity of the
innovation, organizational context, and the characteristics of the implementation strategy (Cain
M, & Mittman, 2002; Rogers, 1995). People respond to these factors differently resulting in an
S-shaped curve illustration of the adoption process.
The S-curve model shows that any innovation is first adopted by a few people/organizations and
as more use it, and confidence is built around the technology, other will begin to use it. Because
of the inherent uncertainty to new innovations, the decision to adopt an innovation takes time.
However, "once the diffusion reaches a level of critical mass, it proceeds rapidly. Eventually a
point is reached where the population is less likely to adopt the innovation, and spread slows
down. The S-curve implies a hierarchy of adopters, starting with innovators, early adopters, early
majority, late majority and laggards (Rogers, 1995). In other words the S-curve explains the
innovation-decision process: the process through which an individual/organization passes
through from when they gain knowledge of an innovation, to forming an attitude, to the decision
to accept or reject the innovation, .
WinARM - Simulating Advanced RISC Machine Architecture
Shuqiang Zhang
Department of Computer Science
Columbia University
New York, NY
[email protected]
Abstract
This paper discusses the design and imple-
mentation of the WinARM, a simulator imple-
mented in C for the Advanced RISC Machine
(ARM) processor. The intended users of this tool
are those individuals interested in learning com-
puter architecture, particularly those with an inter-
est in the Advanced RISC Machine processor fam-
ily.
WinARM facilitates the learning of computer
architecture by offering a hands-on approach to
those who have no access to the actual hardware.
The core of the simulator is implemented in C with
and models a fetch-decode-execute paradigm; a
Visual Basic GUI is included to give users an in-
teractive environment to observe different stages
of the simulation process.
1. Introduction:
This paper describes how to simulate an
ARM processor using the C programming lan-
guage. In the course of this discussion, the reader
is introduced to the details of the ARM processor
architecture and discovers how the hardware
specifications are simulated in software using
execution-driven simulation. Execution driven
simulation is also know as instruction-level simu-
lation, register-cycle simulation or cycle-by-cycle
simulation [3]. Instruction level simulation con-
sists of fetch, decode and execution phases [4].
ARM processors were first designed and
manufactured by Acorn Computer Group in the
mid 1980’s [1]. Due to its high performance and
power efficiency, ARM processors can be found
on wide range of electronic devices, such as Sony
Playstation, Nintendo Game Boy Advance and
Compaq iPAQs. The 32-bit microprocessor was
designed using RISC architecture with data proc-
essing operations occurring in registers instead of
memory. The processor has 16 visible 32 bit regis-
ters and a reduced instruction set that is 32-bits
wide. The details on the registers and instructions
can be obtained from the ARM Architectural Ref-
erence Manual [2].
2. Related Works:
This section discusses different types of
simulators available today and their different ap-
proaches in design and implementation. Most
simulation tools can be classified as user level
simulators: these simulate the execution of a proc-
ess and emulate any system calls made on the tar-
get computer using the operating system of the
host computer [5]. WinARM is an example of this
type of simulator; it executes ARM instructions on
a host Pentium x86 processor using a
fetch-decode-execute paradigm. KScalar Simulator
[Moure 6], PPS suite [7], CPU Sim3.1 [8] and OA-
Mulator [9] are simulators best suited for educa-
tional purposes. They show the basic ideas of com-
puter organization with relatively few details and
complexity. They are specifically designed for stu-
dents who have little or no background in com-
puter architecture and who need a.
William PennWhat religion was William PennWilliam Pen was fr.docxalanfhall8953
William Penn
What religion was William Penn?
William Pen was from an Anglican family that was very distinguished. His father was Sir William Pen who was a landowner. At twenty two, Penn decided to join the Quakers which was also referred to as the Religious Society of Friends. The Quakers used to obey the inner light and they believed that the inner light came directly from God. They refused to take their hats off or even bow for any man. They also refused to take their arms up. Their beliefs were completely different as compared to the beliefs that the other Christians had (Barbour & Frost, 1988).
The Oxford University in England expelled Penn in the year 1662 since he refused to conform to the teachings of the Anglican Church. He could publicly state his beliefs and he could also print some of the things that he believed in.
Quakers’ founder was George Foxx who was a close friend to Penn. Cromwell’s death was a time of turmoil to the Quakers since they were suspected for the death. They were suspected because they had beliefs that differed from the religion that had been imposed for the state. They had also refused to swear a loyalty oath to Cromwell, who was the king. Quakers did not swear since Christ had commanded people not to swear.
The religious views that Penn had were a distress to his father. Naval service had helped him earn an Ireland estate and he had always hoped that the intelligence and charisma that his son had could help him in winning favor at the Charles II court. However, that could not happen since his son was always arrested. Penn and George Foxx were frequent companions since they could always travel together in order to spread their ministry. He also wrote a comprehension that was detailed and comprehensive regarding Quakerism. After the death of his father in 1670, Penn inherited the estates of the family and he could frequently visit the court of King Charles II where he was always campaigning for freedom in religion (Penn, 1794).
Where was William Penn born?
William Penn was born in London, United Kingdom. He was born on fourteenth of October in the year 1644. He was a privileged son since he was born by a gentleman who was a land owner. Thomas Loe, who was a Quaker minister, greatly affected Penn by his teachings.
In 1677 a group of important men all from Penn’s religion received a land area in the Colonies for them to settle. Penn himself remained in England but wrote a government for this new community. In what part of the US was this land area located?
In the year 1677, the Quakers relocated to another land. The city of Burlington is located in the Burlington County in New Jersey. It is Philadelphia’s suburb. The Quakers settlers moved to Burlington. Burlington served as West Jersey’s capital until the year 1702. The Quakers were able to formally establish their congregation in the year 1678. Initially, they could meet in private homes. However, between 1683 and 1687, a hexagonal house that was made .
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
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.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Thesis Statement for students diagnonsed withADHD.ppt
Which Way Should You Downsize in a CrisisF A L L 2 0 0.docx
1. Which Way Should You
Downsize in a Crisis?
F A L L 2 0 0 9 V O L . 5 1 N O . 1
R E P R I N T N U M B E R 5 1 1 1 8
Christopher D. Zatzick, Mitchell L. Marks and
Roderick D. Iverson
FALL 2009 MIT SLOAN MANAGEMENT REVIEW
79COURTESY OF SOUTHWEST AIRLINES
THE GLOBAL economic downturn has
forced many companies to make deep cuts
to their work forces. Numerous retailers
like Mervyn’s and Circuit City Stores Inc.
closed locations, filed for bankruptcy or
shut down altogether. Even companies like
Yahoo!, Google, American Express and
Motorola have had to cut their work forces.
The dramatic downturn in the economy
2. left many organizations in a quandary. Sev-
eral years ago, the major issue was winning
the so-called war for talent: how to attract
and retain the best and brightest. So compa-
nies implemented r igorous selection
mechanisms, internal promotion ladders,
extensive training and development, flexible
work scheduling and group incentive
schemes, all in hopes of developing a work
force that would confer a sustainable com-
petitive advantage. But then the recession
turned that thinking upside down. Many
organizations have been scrambling to fig-
ure out how best to restructure and cut costs
without jeopardizing the valuable human
capital that they had built.
To help such companies, we have devel-
oped a framework that integrates the
3. seemingly paradoxical practices of talent
management and downsizing. The frame-
work looks at two important variables: the
Managers have been inundated with advice on the dos and
don’ts of laying off employees.
But the truth is that there is no ‘one size fits all’ approach to
downsizing.
BY CHRISTOPHER D. ZATZICK, MITCHELL L. MARKS
AND RODERICK D. IVERSON
Which Way Should You
Downsize in a Crisis?
P E O P L E & S T R A T E G Y
THE LEADING
QUESTION
When crisis
forces down-
sizing, is there
a best way to
do it?
FINDINGS
! Downsizing
initiatives must
align with talent
management
strategy.
! Is the downsizing
reactive or proac-
4. tive? Is your
organization
control oriented
or commitment
oriented?
! Sometimes core
and support work-
ers are managed
differently.
Since its launch 30 years ago, Southwest Airlines
has pursued a no-involuntary-layoffs policy
consistent with its talent culture. But it has
found ways to reduce staffing when necessary.
80 MIT SLOAN MANAGEMENT REVIEW FALL 2009
SLOANREVIEW.MIT.EDU
P E O P L E & S T R A T E G Y
type of downsizing (reactive versus proactive) and
the company’s approach to managing employees
(control oriented versus commitment oriented). By
first understanding an organization’s position with
respect to those two dimensions, managers can de-
vise an optimal strategy for downsizing.
Two Important Dimensions
5. Of course, downsizing is not a new phenomenon. In
fact, over the past two decades it has become a wide-
spread tool for cutting costs and achieving operating
efficiencies. Yet past research has shown that down-
sizing does not guarantee any performance returns.1
Instead, layoffs often result in employees’ broken
trust, increased burnout and decreased morale.2
Hence, companies need to understand how to man-
age the process of work force reduction to attain its
benefits while avoiding its ancillary costs.
There are two basic types of downsizing: reactive
and proactive. The first type — reactive downsizing —
is implemented in response to an economic or financial
crisis, largely related to external changes in the market-
place (for example, a precipitous plunge in demand
for a product line or service). This type of downsizing
is more likely to be severe and can involve several
rounds of layoffs. The primary strategic question that
6. management asks is, “What do we need to survive
now?” In contrast, the second type of downsizing —
proactive — is implemented to enhance long-term
competitive advantage by improving efficiencies, tak-
ing advantage of new technologies, changing the skills
of the work force or restructuring the organization.
This type of change might be characterized less as
“downsizing” than “right sizing” or “resizing.”3 Here,
the primary strategic question that management asks
is, “What do we need to thrive in the future?”
In addition, there are two basic approaches for
managing employees: control oriented and commit-
ment oriented. The first approach is typically used by
organizations that compete with a strategy of opera-
tional excellence that focuses on offering low-cost
products and services. The goal is to increase the effi-
ciency of an organization, in part by reducing direct
labor costs.4 Some common aspects of a control-
7. oriented system include individual incentives such as
piece-rate pay and sales commissions, centralized deci-
sion making, highly specialized jobs and electronic
monitoring mechanisms such as video and Web-based
controls. In contrast, a commitment-oriented ap-
proach is focused on empowering employees to
perform their jobs relatively independently using their
discretion, according to the company’s goals.5 Because
such organizations view employees as critical to achiev-
ing competitive advantage, they tend to deploy HR
practices that encourage the development of a highly
skilled and committed work force that can outperform
rival companies through increased innovation, flexibil-
ity and employee effort. Some of those practices include
team-based work, enriched jobs that provide discretion
and autonomy, internal promotion ladders, training
and development opportunities, and group-based
compensation such as profit sharing and gain sharing.
8. Although companies can have elements of both
control- and commitment-oriented systems, the dis-
tinction will depend on the number, breadth and
quality of the HR practices of each — as well as the
corresponding employee perceptions of those prac-
tices. To avoid any confusion, management should
be clear at the outset of any downsizing initiative as
to whether it views employees fundamentally as a
cost to be minimized or as an asset to be retained and
developed. Either perspective can prove successful in
achieving an organization’s goals, but major prob-
lems will occur when a company implements a
downsizing initiative that is inconsistent.
Four Quadrants
Those two dimensions — type of downsizing and ap-
proach to talent management — can be combined to
form a two-by-two matrix consisting of four quad-
rants. (See “Four Major Types of Downsizing.”) Each
quadrant represents a different strategy with a distinct
9. philosophy, focus, and key HR and downsizing prac-
tices. Past research has shown that a company’s
consideration for employee well-being is linked to its
performance after a downsizing,6 and other studies
have identified the importance of various best prac-
tices, such as communicating with employees clearly
and candidly.7 (For a general list of those practices, see
“Downsizing Best Practices,” p. 82.) Some experts have
suggested that organizations should always deploy
those best practices when downsizing, but we strongly
contend that there is no “one size fits all” solution and
that managers need to devise the approach that makes
the best sense for their particular company, depending
on its position in one of the matrix’s quadrants.
SLOANREVIEW.MIT.EDU FALL 2009 MIT SLOAN
MANAGEMENT REVIEW 81
FOUR MAJOR TYPES OF DOWNSIZING
Managers should tailor any downsizing initiative according to
10. the type of cutback (reactive versus proactive) and approach to
managing
employees (commitment oriented versus control oriented).
DOWNSIZING APPROACH
Reactive (short term) Proactive (long term)
Quadrant I
HR philosophy
Employees are viewed as assets that require investments. Be-
cause downsizing is inconsistent with that HR philosophy,
organizations must use best practices to retain survivors.
Downsizing
Objective is short-term survival through cost cutting without
damaging employee commitment and morale. When possi-
ble, layoffs target underperforming units.
Downsizing practices
• Cost-reduction strategies (shared equally)
• Communication about extent and timing of downsizing
• Fairness and transparency in process, and management
training on how to conduct layoffs
• Layoff criteria: cost, performance and fit
• Outplacement services/job fairs
• Some participation of employees in layoff decisions
• Hiring freeze, natural attrition and transfers
• Voluntary layoffs and early retirement
• Involuntary layoffs as a last resort
11. Talent management
• Management focus on reducing shock of downsizing and
increasing retention of talent
• Development opportunities for employees
• Internal promotions
• Job rotation and job enrichment (multiskilling)
• Retention incentives
Quadrant II
HR philosophy
Employees are viewed as assets that require investments.
Because downsizing is inconsistent with that HR philosophy,
organizations must use best practices and HR investments to
keep survivors engaged and motivated.
Downsizing
Objective is to increase effectiveness for long-term competi-
tive advantage. Layoffs target business units that are being
restructured as well as employees with outdated skills.
Downsizing practices
• Communication about extent, timing and purpose of down-
sizing (how it fits with strategic vision)
• Fairness and transparency in process, and management
training on how to conduct layoffs
• Layoff criteria: position, performance and fit
• Outplacement services/job fairs
• Some participation of employees in layoff decisions
12. • Transfers, redeployment and early retirement
• Voluntary layoffs with incentives
Talent management
• Management focus on motivating and retaining survivors
• Recruiting and selection practices that are consistent with
restructuring
• Training and development opportunities
• Internal promotions
• Team-based work and group-level rewards
Quadrant III
HR philosophy
Employees are viewed as a cost to be minimized. Because
downsizing is consistent with HR philosophy, employees are
not surprised by decision to downsize.
Downsizing
Objective is short-term survival through across-the-board cuts
that affect all employees.
Downsizing practices
• Cost-reduction strategies
• Communication about extent and timing of downsizing
• Legal minimum notice and severance pay
• Increased use of temporary employees
• Layoff criteria: cost and performance
• Involuntary layoffs as primary downsizing mechanism
Talent management
13. • Minimal HR investments (because employee engagement
is not important)
• Management focus on compliance and monitoring
• Job enlargement (multitasking)
Quadrant IV
HR philosophy
Employees are viewed as a cost to be minimized. Although
employees are not viewed as key assets, a long-term ap-
proach to increasing efficiencies requires employee buy-in.
Downsizing
Objective is to increase efficiencies for long-term competitive
advantage. Layoffs target low-performing units.
Downsizing practices
• Communication about extent and timing of downsizing
• Legal minimum notice and severance pay
• Layoff criteria: cost, position and performance
• Transfers and early retirement
• Involuntary layoffs as primary downsizing mechanism
Talent management
• Minimal HR investments (because employee engagement
is not important)
• Management focus on compliance and monitoring
• Job enlargement (multitasking)
• Individual incentives (performance-related pay)
C
16. 82 MIT SLOAN MANAGEMENT REVIEW FALL 2009
SLOANREVIEW.MIT.EDU
P E O P L E & S T R A T E G Y
Quadrant I: Reactive and Commitment Oriented
In this quadrant, companies downsize in reaction to
an external shock, such as a recession. But because
these organizations have a commitment-oriented
approach to managing employees, they need to exer-
cise great caution in order not to affect adversely
their future ability to attract and retain valuable
human capital. Following a layoff, for example, a
number of the remaining employees sometimes
quit,8 and the cost of such turnover can reach up to
$100,000 for professionals and managers.9 And with-
drawal can also be psychological — employees who
continue to show up for work but are no longer en-
gaged in their jobs. Hence, the challenge for
organizations in this quadrant is to downsize while
minimizing the loss of human capital.
17. Consider Xilinx Inc., a semiconductor manufac-
turer based in San Jose, California. Just prior to the
2001 dot-com bust, Xilinx had experienced a surge in
growth, hiring more than 1,000 employees. When the
technology bubble burst, though, the company had to
slash costs immediately. But rather than laying off
workers like many of its competitors had done, Xilinx
deployed a host of alternatives, including temporary
plant shutdowns, voluntary retirement and sabbatical
leave. Moreover, managers consulted with employees
before implementing pay cuts. Ultimately, Xilinx was
able to weather the downturn without having to im-
plement an involuntary layoff, thereby retaining a
committed and motivated work force.10
Quadrant II: Proactive and Commitment Ori-
ented On the surface, the decision to downsize,
particularly when not mandated by a financial crisis,
seems contradictory to the commitment-oriented
18. approach, which views employees as a key asset. Con-
sequently, managers must be careful to deploy a
number of best practices so that the process makes
sense to everyone. First, they should provide clear
communications about the purpose, timing and ex-
tent of the downsizing. Much of the anxiety felt by
workers can be alleviated early on by providing such
information. Second, each step of the downsizing
process must demonstrate why the change is neces-
sary and affirm surviving employees’ value to the
organization. This includes the use of many alterna-
tive downsizing practices, such as voluntary layoffs,
early retirement and transfers, that are consistent
DOWNSIZING BEST PRACTICES
The following best practices can help mitigate the negative
effects of downsizing:
Cut costs without reducing the work force. The current
economic downturn has
seen organizations attempt to cut costs via pay freezes (or cuts),
reduced 401k bene-
fits, temporary plant or office closures, and mandatory vacation
19. time.i These
cost-reduction practices are generally viewed as an important
attempt to avoid layoffs
during a downturn.ii In a reactive downsizing, however, they
are often just a first step
and frequently are implemented in conjunction with layoffs at a
later time.iii
Reduce the work force without forced layoffs. Organizations
have a number of op-
tions for reducing the size of their work force, such as offering
employees early
retirement packages or instituting a hiring freeze so that natural
attrition eventually re-
sults in lower head counts. Such approaches, however, may not
be effective enough,
and they can take time to work. In certain situations when an
organization needs to
downsize a particular department, it can use other mechanisms,
such as internal trans-
fers and redeployment of employees. Those practices allow
organizations to identify
positions that need to be cut as well as job opportunities for
employees that need to be
filled. Finally, voluntary layoffs offer a less harsh method of
reducing staffing, as they
allow employees to accept buyouts based on what fits their
individual circumstances.
Provide clear, candid and inclusive communications. A
successful downsizing re-
quires companies to communicate effectively with employees.iv
Such communications
must be timely, explaining why the downsizing is needed and
describing where the or-
ganization is headed. Moreover, to the extent possible,
20. companies should address the
likelihood of future layoffs. All levels of the corporate
hierarchy (top executives, middle
managers and front-line supervisors) should participate in
delivering the communica-
tions in a variety of settings, including large group gatherings,
regular team meetings,
informal chats, newsletters and Web pages. The information
conveyed must be consis-
tent across the different sources and be personalized to each
department and job.
Companies should beware that the absence of effective
communications will only
allow the rumor mill to fill employees’ information gap, which
will likely result in more
uncertainty and heightened stress in the workplace. Finally,
because managers often
experience increased stress and burnout from having to
communicate bad news to
employees, an organization can provide them with the
appropriate training to help
minimize such effects.v
Give employees a voice. Before, during and after a downsizing,
information must be
allowed to flow in both directions, with employees given the
opportunity to ask ques-
tions and air their concerns. They should also be permitted to
express anger,
frustration and even grief — emotions that are all natural during
the transition.vi Con-
sider the recent example of a small, family-owned car
dealership that was forced to
lay off 45 dedicated, longtime employees.vii The owners of the
dealership described
the process as extremely painful, with “45 deaths to grieve.” By
21. providing an outlet
for such losses, organizations can show compassion to those
who have been laid off
and give other employees the opportunity to let go and move
on.viii
Be fair and compassionate. Because perceptions of fairness are
critical to mitigating
the negative effects of downsizing,ix companies must be careful
about the way in
which they implement any layoff. First, the selection of
employees being shown the
door is critical. Although some organizations must abide by
certain union agreements,
many companies do not have explicit policies regarding, for
example, the importance of
employee tenure. In such situations, managers might consider
communicating the rea-
soning behind their decisions. Second, whenever possible,
employees should be given
sufficient notice of their layoffs to increase the chances of their
finding new jobs with-
out any break in employment. Part of that process should
include outplacement
services that the organization could provide by retaining an
outside company. Third, the
size of severance packages will be a major indicator of how a
company views its work-
ers and can affect (either positively or negatively) employee
morale and motivation.
FALL 2009 MIT SLOAN MANAGEMENT REVIEW
83COURTESY OF SAS
22. with a high-commitment approach.11 Finally, man-
agers should consider making HR investments (such
as in skills training and job rotation) during and sub-
sequent to the downsizing to retain the remaining
workers and keep them engaged and productive.
The surviving employees will view such invest-
ments as a trade-off, balancing the possibility of
additional future layoffs with the opportunity to
build their skills and gain valuable work experience.
Consider SAS Institute Inc., a statistical analysis
software company based in Cary, North Carolina, that
is well known for its extensive employee benefits and
no-layoff policy. In 2006, SAS consolidated two mar-
keting departments, which resulted in the elimination
of 72 positions.12 All affected employees were given the
opportunity to apply for other positions in the organi-
zation or take generous severance and early-retirement
packages. As such, the downsizing was conducted con-
23. sistent with the organization’s commitment-oriented
approach, which was essential for helping employees
to understand the strategic decisions made.13 Another
example is Southwest Airlines Co., which has managed
to maintain a no-layoff policy for over 30 years in the
brutal, hypercompetitive airline industry. But that’s
not to say that SWA never alters the size or composi-
tion of its work force. When the company cancels a
route or closes a call center, for instance, management
reduces staffing by giving employees the opportunity
to transfer to other locations and by offering voluntary
buyout packages with various amounts of cash, health
care and travel benefits. Even in the current recession,
SWA has continued to view involuntary layoffs as a last
resort, relying instead on voluntary buyouts and trans-
fers. (However, in contrast to prior downturns when
forced layoffs were never raised as an option, this time
around CEO Gary Kelly has not taken the possibility of
24. involuntary layoffs off the table.14)
Quadrant III: Reactive and Control Oriented
The recent economic climate has pushed some
companies to the brink of collapse, forcing them to
make dramatic cuts to their work forces. For organi-
zations in this quadrant, employees are not viewed
as key assets and can therefore be replaced easily in
the short term, particularly with cheaper workers
on a contingent basis. Hence, companies in this
quadrant are likely to use extensive cost reductions
combined with involuntary layoffs. They might, for
instance, provide just the minimum legal amount of
notice and severance that the law requires (often 60
days’ or equivalent pay for mass layoffs). Further,
they will often rely on simple incentive schemes
such as sales commissions or piece-rate pay to com-
pensate individuals. Finally, they might increase
their use of monitoring mechanisms to ensure
25. worker productivity during a transition period.
Take, for example, Circuit City Stores Inc. In
2007, the electronics retailer cut costs by replacing
its highest-paid, top-performing sales employees
with lower-paid, less-qualified new hires. But, ac-
cording to critics, that decision resulted in poor
customer service, an inexperienced work force and
limited opportunities for employees in the organi-
zation.15 Later, in response to the 2008 economic
crisis, Circuit City closed numerous stores, laid off
10% of its work force and eventually filed for bank-
ruptcy. Although the exact reasons for Circuit City’s
downfall are complex, some have speculated that its
earlier treatment of employees and mass layoffs
were contributing factors.16 At the very least, the re-
tailer’s approach to downsizing left a lasting negative
impression with the media and very likely damaged
the morale and commitment of its work force.
26. But that’s not to say that a reactive and control-
oriented approach to downsizing necessarily leads to
disaster. In fact, that approach is used regularly in the
call-center industry. Workers at call centers typically
receive limited training, are highly interchange-
able, experience intense electronic monitoring
and are motivated through individual incentives.
Moreover, organizations that operate call centers
tend to use involuntary layoffs as their primary
downsizing mechanism, as has been the case with
many telemarketing businesses such as TeleTech,
CDG Management and Teleperformance. Even
prominent corporations like eBay Inc. and Dell Inc.
have abruptly closed Canadian call centers, displacing
approximately 700 and 1,100 people, respectively.
Quadrant IV: Proactive and Control Oriented A
company in this quadrant has identified threats or
opportunities that require a change to the size of its
27. work force, and because managers have adopted a
more proactive, long-term approach to downsizing,
they will rely on various best practices, including nat-
ural attrition, transfers and retirements. Even though
An example of the “proactive
and commitment-oriented”
approach is SAS Institute
(pictured, CEO Jim Goodnight),
which has downsized by
offering employees a menu
of best-faith alternatives.
84 MIT SLOAN MANAGEMENT REVIEW FALL 2009
P E O P L E & S T R A T E G Y
COURTESY OF CISCO SYSTEMS
employees are not considered to be key assets, the or-
ganization deploys those alternative strategies
because it recognizes the potential costs of severance
pay as well as the expenses associated with recruiting
and training new hires. Furthermore, because down-
sizing is not implemented as a reaction to sudden
28. changes in the economy, it typically is targeted to spe-
cific underperforming units or business processes.
Consider Wal-Mart Stores Inc., the massive re-
tailer that is famous for its operational efficiencies
and extensive control over all aspects of its business.
Involuntary layoffs have not been commonplace at
the retailer. When the company recently announced
that it would downsize its apparel business, for in-
stance, it transferred many of those workers to other
locations. Because that decision was made proac-
tively for internal reasons, Wal-Mart had the
opportunity to manage the downsizing process with
a more deliberate approach that helped avoid the
severance costs of many involuntary layoffs. That
said, Wal-Mart’s treatment of workers has often been
criticized in the past, particularly with respect to em-
ployee benefits and attempts to form unions.17
Learning From the Past
After the technology bubble burst in 2001, Cisco Sys-
29. tems Inc. laid off 8,500 employees, roughly 20% of
its work force.18 During that downsizing, the com-
pany also utilized many of the best practices needed
to keep employees motivated and committed, but
many felt that the company had been too quick to
resort to layoffs. As a result, it suffered a decline in
morale and a significant amount of voluntary turn-
over. Since then, CEO John Chambers vowed that
Cisco would “build” rather than “acquire” talent,
meaning that the company would focus on motivat-
ing and developing internal employees. In 2008, in
response to the recent economic crisis, Cisco imple-
mented layoffs only as a last resort after deploying a
number of alternative measures. In other words,
the company’s current response to the business
downturn is more consistent with its commitment-
oriented approach to talent management, whereas
its actions in 2001 were somewhat contradictory.
30. After any downsizing, managers at a commitment-
oriented company need to ask themselves: “Were we
successful not only at cutting costs, but also in main-
taining a committed and motivated work force?” The
decision to spend significant resources on employees,
whether in the form of severance pay or continued in-
vestments in HR, will be difficult to justify when
business is bad. Hence, the costs and benefits associ-
ated with each of those types of investments need to
be evaluated. Take, for instance, Yahoo! Inc. Forced to
implement layoffs because of the recession, Yahoo
softened the blow with severance packages that cov-
ered up to two years of pay.19 A company executive has
argued that the generous packages were justified to re-
tain other employees and keep them motivated during
a difficult transition period. But was that costly expen-
diture truly worth it? The answer is more complex
than it might first seem. Consider that the severance
31. packages will likely limit the number of wrongful dis-
missal lawsuits filed by employees and minimize
damage to the Yahoo brand.
Now contrast Yahoo’s approach with that of Re-
public Windows & Doors of Chicago. Last December,
250 workers at the company’s plant held a sit-in strike
after being laid off without severance pay.20 The ensu-
ing negative publicity was a major embarrassment for
Republic Windows and its creditor, Bank of America
Corp., especially after BoA had earlier received a fed-
eral bailout of billions of dollars. Media coverage of
the factory strike swayed public opinion against Re-
public Windows and BoA — some of the protesters
carried signs stating, “You got bailed out, we got sold
out” — and led to a quick settlement. For Republic
Windows (and BoA), providing severance pay at the
outset might well have been worth the expense in
terms not only of avoiding potential legal issues with
32. the laid-off workers but also with respect to minimiz-
ing any negative publicity from the downsizing.
Ultimately, severance pay and the implementation
of other best practices should be evaluated as a cost-
benefit issue — does the expense (or investment)
provide a good return? That assessment can be diffi-
cult, because it must involve various “soft” issues, such
as the motivation of the remaining employees in a
post-layoff environment. Undoubtedly, employees’
commitment to an organization will be affected greatly
by how they and others were treated during a difficult
period. Managers should be aware that feelings of
“survivor guilt” can easily lead to a drop in productiv-
ity among those employees who have survived a layoff.
Therefore, companies need to consider taking extra
measures to motivate people during and after a layoff.
In response to the 2008
economic crisis, Cisco
Systems (pictured, CEO
33. John Chambers) managed
layoffs very differently than
it had in 2001.
SLOANREVIEW.MIT.EDU FALL 2009 MIT SLOAN
MANAGEMENT REVIEW 85
THE NOTION THAT organizations should avoid down-
sizing at all costs is antiquated, but that doesn’t mean
that companies should be free to downsize in any
manner they desire. At the very least, they must en-
sure that their downsizing initiatives are aligned with
their approach to talent management to send a con-
sistent message to employees.21 Consider Radical
Entertainment Inc., a leader in the video gaming in-
dustry. Based in Vancouver, British Columbia,
Radical has a culture and work force dedicated to de-
veloping cutting-edge products, with employees
frequently working through the night to meet dead-
lines. In 2007, Radical doubled in size, recruiting
about 100 new employees. Then, only one year later,
34. the company announced a major downsizing of 100
layoffs.22 That decision sent a confusing and conflict-
ing message to employees, which could end up
damaging Radical’s innovative culture as well as its
ability to attract and retain top talent.
Of course, organizations do not typically have lavish
budgets to implement a downsizing initiative — in-
deed, a scarcity of resources is why many companies
must downsize in the first place — and, as such, they
may sometimes be forced to move from commitment
to control approaches. In addition, some businesses
have chosen to manage core and support workers dif-
ferently,23 so that various downsizing and talent
management approaches are used within the same or-
ganization. Delta Air Lines Inc., for example, has offered
voluntary exit incentives to all its workers except pilots
and others in specialized positions.24 That reflects the
different value the company places on certain employ-
35. ees and its desire to prevent the loss of that human
capital. Because of those and other complexities, man-
agers should consider our framework as merely a first
step toward developing a plan of action for any down-
sizing initiative. Even so, it provides a powerful tool for
understanding various fundamental issues linking
downsizing and talent management systems.
Christopher D. Zatzick is an associate professor at
the Faculty of Business Administration, Simon
Fraser University; Mitchell L. Marks is an assistant
professor at the College of Business, San Francisco
State University; and Roderick D. Iverson is a profes-
sor at the Faculty of Business Administration, Simon
Fraser University. Comment on this article or contact
the authors at [email protected]
86 MIT SLOAN MANAGEMENT REVIEW FALL 2009
SLOANREVIEW.MIT.EDU
P E O P L E & S T R A T E G Y
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