You are Maria Herrera and have been recently promoted to the positio.pdf

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You are Maria Herrera and have been recently promoted to the position of director of financial analysis a medium-sized consumer goods firm. During your first weeks on the job, you took the time to have lunch with each of your subordinates to try to get to know them better. You have 12 direct reports who are junior and senior financial analysts who support different product lines. Susan Epstein, one of the female financial analysts you had lunch with, made the following statement: "I'm so glad we finally have a woman in charge. Now, hopefully things will get better around here." You pressed Epstein to elaborate, but she clammed up. She indicated that she didn't want to unnecessarily bias you and that the problems self-evident. In fact, Epstein was surprised that you know what she was talking about and jokingly that perhaps you should spend some time observing her group and their interactions with other. You spoke with your supervisor and the former tor, who had been promoted and had volunteered on call if you had any questions. Neither man knew of diversity-related issues in your group. In fact your visor's response was, "We've got a lot of problems fortunately that's not one of them." What are you going to do to address this issue?.

Education

Intro: This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelor’s degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”. The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed. Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve. During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff. She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules. Part 1: Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission. At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Consider these reflective questions as you will discuss them further in your assignments: 1. What skills might Juanita have to develop to better fulfill her role? 2. How might Ju.

INTRODUCTIONThis continuing scenario will develop further in eac.docx

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INTRODUCTION This continuing scenario will develop further in each module and will capture glimpses of Juanita Espinosa a 24 year old Hispanic woman, who has recently been hired to the position of HR Manager for a regional branch of an international non-profit organization from another non-profit. In her role she was an unpaid intern working on a Bachelors degree thesis. She is highly motivated and embraces their mission to “stamp out hunger among the young and elderly in our lifetime”. The national organization is doing well but this regional branch is struggling with donations, retaining personnel, and numerous other issues related to motivation, pay, and training. She has been told by the US headquarters that they must show significant improvement in HR related matters within twelve months or the regional office will be closed. Current staff consists of 30 full time personnel who work in fundraising, transportation, marketing/communications, and HR plus nearly 60 volunteers who work in the same offices as well as directly serving the constituency they are trying to serve. During this course you will read as Juanita goes about visiting with various paid and unpaid managers during her first week. During these conversations she will hear the good, and the bad. You will assume her personality as she will be taking notes during each visit and will sit down with her notes at the end of the day to reflect and strategize on her priorities and actions that can best drive short term changes in performance that improve the organizations quality and efficiency of services while also building commitment and performance among the paid and volunteer staff. She has a target date of establishing her priorities and developing her strategic plan from an HR perspective for 5 weeks from her hire date in order to track with the course modules. PART I: Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission. At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Consider these reflective questions as you will discuss them further in your assignments: 1. What skills might Juanita have to develop to better fulfill her role? 2. How might Juanita engag.

Juanita’s World part 4It is Juanita’s 4th day on the job and i.docx

tawnyataylor528

Juanita’s World part 4 It is Juanita’s 4th day on the job and it has been both exciting and scary. The more she learns the more she realizes she has to learn if she is to be successful in this new role. Based on her observations in previous jobs and as an intern at her last non-profit experience, it seemed as if the pace was slow and easy. To her surprise and with great anticipation, she is finding that there is much to be done to help this organization that she is so committed to. Her passion and commitment runs deep as a first generation Hispanic American in her family. She remembers the trouble her family had finding suitable housing, food, and work when they first came to America when she was just 6 years old. Much has changed for her and her family but not without pain and sacrifice. Juanita is determined to make a difference for those who have little ability to help themselves. And, as far as she is concerned, this applies to all the stakeholders she will serve including the hungry, employees, employer, and the community at large. Although there is much to do she remembers what her mama taught her….you eat an elephant one bite at a time. Based on this counsel she decides to establish some short term priorities based on what she has learned so far. From what she has heard during her first conversations with managers and what she hears from various employees, it seems the greatest need the organization has is to stabilize the employee base. Her own job description seems inadequate for what the job will entail and she wonders if this is true of other jobs. She wonders if job descriptions are designed to reflect what is or what used to be when the organization was just getting started. And, how have they historically planned for their needs or have they merely reacted to changing requirements? Juanita’s World part 5 Juanita feels she is developing rapport and trust with a number of the people she has visited with. It seems obvious that hiring and retaining the right people is critical to long term success. As she has probed deeper into the issues she has turned up some details on performance appraisals…or lack thereof, a weakness in employee and volunteer development and a significant lack of training. Given these difficulties she decides the best way to gather information without having to schedule more appointments with people she has already visited is to simply engage in some discussion via email. She builds her group list and then begins to compose her email. “….thank you for taking the time to help me feel welcome and for sharing your perspective on how HR and I can better help you accomplish your goals as well as the mission that we share. As I continue to meet with various people I find that most challenges we face point back to training and development, our performance evaluation system and related feedback, and a lack of a career track for full time employees. I am hoping you will help me out by responding to a few questions ...

Part 1Juanita is meeting with her new boss, Rich Ryblessi, the D.docx

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PART 1 Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission. At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Consider these reflective questions as you will discuss them further in your assignments: 1. What skills might Juanita have to develop to better fulfill her role? 2. How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization? Which aspects of human resource management would she want to entrust to specialists? PART 2 Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development. As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do. As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending dow.

Juanita is meeting with her new boss, Rich Ryblessi, the Director .docx

VinaOconner450

Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission. At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Consider these reflective questions as you will discuss them further in your assignments: What skills might Juanita have to develop to better fulfill her role? How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization? Which aspects of human resource management would she want to entrust to specialists? Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development. As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do. As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 ye.

Read The Case of the Misguided Supervisors in Chapter 14 of your.docx

mellies4kxl

Read The Case of the Misguided Supervisors in Chapter 14 of your text book. Use the Argosy University online library for additional research, and do the following in a Word document: In 1–2 paragraphs, summarize the case and your research that relates to the case. In 2–3 pages, answer the following: Why would an organization care whether its supervisors speak in favor of or against union representation? Explain and justify your answer. How could the hospital in this example have prepared its supervisors to understand their proper role during an organizing campaign? Explain and justify your answer. With your answers demonstrate that your understanding of the concepts is thorough and complete. Support your assertions with evidence, citing the appropriate sources. Apply the APA current guidelines to your work and use at least three resources in your response. Use the following file naming convention: LastnameFirstInitial_M4_A2. For example, if your name is John Smith, your document will be named SmithJ_M4_A2.doc By Wednesday, August 5, 2015 , deliver your assignment to the M4: Assignment 2 Dropbox . Assignment 2 Grading Criteria Maximum Points Clearly and concisely summarized the case in 1–2 paragraphs. 15 Identified, explained, and justified why an organization would care whether its supervisors speak in favor of or against union representation. 35 Identified, explained, and justified how the hospital in this example could have prepared its supervisors to understand their proper role during an organizing campaign. 35 Applied current APA guidelines and supported assertions with evidence by using appropriate sources. Demonstrated a thorough and complete understanding of the concepts. 15 Total: 100 The Case of the Misguided Supervisors Recently, when a union sought to organize the nurses at a California hospital, the nursing supervisors, called charge nurses, didn’t understand their proper role in the process. While the union was distributing cards for the nurses to indicate their desire for a representation election, several of the charge nurses participated in the union’s meetings and decided they wanted to join. Some of these charge nurses also encouraged nurses who reported to them to support the union as well. One month before the election, the hospital discovered that charge nurses had supported the union even though their positions in the organization qualified them as supervisors. The charge nurses stopped advocating for the union, and some even encouraged nonsupervisory nurses to vote against representation. The election went ahead, and the union won representation. The hospital challenged the election because of the pro-union activity by the nurses. However, the NLRB and the court both upheld the union. Questions 1. Why would an organization care whether its supervisors speak in favor of or against union representation? 2. How could the hospital in this example have prepared its supervisors so they would have understood.

Juanita’s World part 1Juanita is meeting with her new boss, Ri.docx

tawnyataylor528

Juanita’s World part 1 Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission. At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Juanita’s World part 2 Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development. As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her. When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community. When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do. As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away. And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from dono ...

TOPSpot-Volume-8-Issue-2-August-24-2015Samantha Glave

You are a doctor and come across a patient currently fighting an infection. They complain of a sore throat, which of the following immune system mechanisms would explain the sore throat? I. B-cells making antibodies that are marking the throat cells for destruction II. T-cells finding the infected throat cells and killing them III. The throat cells being covered in antibodies which impair the membrane integrity IV. The macrophages that are following the antibodies attacking any cells with antigens I only I and II I and III.

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