...The Role of Human Resource Management in Risk Management Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Human resources have two roles in risk management. First, people are a source of risk, e.g., shortage of employees, people doing sloppy work, an employee refusing to take on additional responsibility or a key employee leaving two months after completion of a one-year training program. Second, people are important in handling risk, e.g., people using their ingenuity to solve unexpected problems, employees going the extra mile for the good of the organization, a key employee redesigning her own job to avoid unnecessary delays in getting work done, or an employee persuading a talented friend to apply for a position in the business. Human resources include more than regular full-time employees. They include: all management and labor personnel, family and non family members, full-time and part-time people, and seasonal and year around employees. Human resources play important roles in farm businesses of all sizes. Orientation and training matter as much for one employee as for 20 employees. A business with just two people can have serious conflicts that jeopardize the business’ continuity and success. No team of people is so small as to avoid the need for leadership or so large as to make leadership impossible. Risk specialists have traditionally focused mostly on important causes of risk such as weather, disease and natural...
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...Effective Powers Of the five powers, the establishment of an ethical climate calls for much debate. However given the current climate of Paradigm Toys, that being one of coercive power; the use of referent power is likely going to be the most effective in changing ethical climates. The current climate of coercive power, is displayed through the employees being fearful of the loss of jobs if quota’s are not met- which often causes defective products to be produced. This defective product issue has been seen in a large number of recalls within the past three years. To combat this current ethical culture of ensuring quotas are met but failing to produce a quality product, developing a culture of referent power should be implemented. Referent power is a good tool to utilize to ensure the previous power structure- either coercive power or reward power gone wrong. “Referent power is sometimes thought of as charisma, charm, admiration, or appeal. Referent power comes from one person liking and respecting another, and strongly identifying with that person in some way” (Referent Power, 2014). Implementation of referent power will take time in that development of trust in management from employees will not be an easy task. Likely a change in management or significant leadership training would be most helpful to implement this type of power within Paradigm Toys. In essence, the concept of referent power would be to ensure that employees respect and trust their leadership structure to ensure...
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...or even evolved over the years and to remain competitive in today’s markets, organizations must embrace new paradigms to enhance productivity, starting with top-down management. “Most people assume that workplace diversity is about increasing racial, national, gender or class representation – in other words, recruiting and retaining more people from traditionally underrepresented “identity groups”. (Thomas, D. & Ely, R. (1996, Sept/Oct) Making Differences Matter: a New Paradigm for Managing Diversity). This is where it starts, not where it ends. In order to reap the full benefits of a diverse workforce, organizations must transform themselves and their flawed, fundamental thinking into a broader understanding of how having a diverse workforce can enable them to penetrate niche markets that would have been otherwise impenetrable. This three-part diversity research efforts’ goal was threefold: one, to find out how diversity groups and middle management coincided, two, what role diversity plays in an organizations structure and lastly, how do company principals assumptions influence, positive or negative the direction of the organization. Before an organization can transform onto the emerging paradigm of learning-and-effectiveness, it must understand which paradigm state it’s currently in. The discriminating and fairness Making Differences Matter cont. paradigm focuses on implementing procedures that ensure all members are treated with respect and have equal access...
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...Ethical Audit Ethical Leadership C206 April 17th, 2015 Ethical Audit An ethical audit is important to establish the company’s current weaknesses and strengths concerning how it conducts itself in an ethical manner. An ethics audit will involve evaluating the company’s standard of ethic, it ethic climate, and how well the company’s employees follow ethical standards. One of the first things to evaluate in an ethics audit is if a company has a written code of ethics and how comprehensive it is. Moreover, the written code of ethics should apply to everyone in the company from the top down with a clear zero tolerance policy in place for ethics violations. Included in a comprehensive ethics code should be a method for evaluating and updating the code as on a consistent basis to include immediate updates when an issue is brought under attention due to an issue that has arisen. The review process might involve a committee that reviews the code of conduct along with corrective actions concerning any reported ethical violations. An audit may also look at how employees can report ethical violations such as a confidential phone line, or other confidential means an employee could use to voice concerns to bring them to the attention of the appropriate people within the company. An ethics audit might also review the company's ongoing efforts to encourage and maintain its stated ethics to all employees. Such effort might include posters in break rooms, ethics discussion in...
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...and Deming’s Paradigms Name Institution Affiliation Deming’s 14 points and Deming’s Paradigms The first point talks about one having a purpose towards improving their products and services ,aiming to stay in business and become competitive. In management, leaders should have missions to improve their services and be competitive. The second point says that leaders must have and adapt to the new philosophy. In managing effectively, leaders must learn their responsibilities to help in better management. In the third point, Deming asks the leaders to stop depending on inspection. This would help in quality management since it would give the employees freedom and less inspection, thus quality products. In point four, Deming states that one should trust a single supplier for a long-term relationship for trust and loyalty. This would help in minimizing the total cost, and hence more profit. In point five, the manager should improve the production system. In management, this will help in improving productivity and quality. This would reduce the costs in the company. Point six talks about the training on the job by the institute. In management, this would help in increasing the productivity in the labor and profits. In point seven, a manager should supervise to help the employees to do a good job. Supervision of workers in management would help in knowing when the employees are having problems and thus increase productivity. In point eight, for better management, the manager should...
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...KRAFT FOODS ORGANIZATIONAL CHANGE AND INFORMATION SYSTEMS Nowadays companies need to have a paradigm shift, they need to have a new way of thinking of the nature of the businesses (Laudon, 2012). Many large organizations have implemented information system technologies into their organizations and started on their path to an organizational change. One of those companies is Kraft Foods. Kraft Foods has annual revenues of $48 billion. They specialize in snacks, confectionary and quick meals and is the second largest food company in the world in more than 160 countries. Kraft Foods’ main concern was trying to get their employees to understand the changes taking place in the company. They wanted to be certain that employees were moving in the right direction. Debra Pekin, Change Management Specialist at Kraft Foods mentioned “every employee has a part to play in the outcome, and everyone can and should contribute to value creation in whatever project, process or initiative they’re working on” (Paradigm Learning). Change is becoming such a norm for many organizations that they realize the importance and also the necessity for employees to understand these changes. According to Kurt Lewin, if you wanted to change a large cube of ice into a cone of ice, you should first unfreeze, then change and then freeze again. He goes on to discuss the practical steps to each process as follows: Unfreeze: What has to be changed? Create an analysis of the current organization...
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...Operational Decision-Making: Integrating New Concepts into the Paradigm Ronald John Lofaro, Ph.D Captain Kevin M. Smith United Air Lines The views and opinions expressed herein are solely those of the authors and, are not to be seen as the policies, positions or beliefs of any public, private or governmental organization. ABSTRACT Over the past 8 years, the authors have been developing a training-oriented paradigm for operational decision-making in the cockpit. While our emphasis has been on the civil aviation side, both the paradigm, and any training developed from it, can be easily adapted for the business or general aviation venues. The paradigm began to form during an aeronautical decision-making workshop in 1992 (Lofaro, Adams and Adams; 1992) and, has been developed around an expanding set of interrelated concepts. The set expansion resulted from the authors continuing to wrestle with what were the processes and the critical components for real-time operational decisionmaking, as well as the relationships among decisionmaking, CRM and SA. The first component was the "rising risk continuum" (Lofaro and Smith, 1993), as embedded in event sets for LOFT. Later, the concepts/components of "critical mission impact areas" and the "critical mission factors" (Lofaro and Smith, 1998) that composed these areas were added. In the paradigm, the "pilot as risk manager" (Smith and Hastie, 1992; Lofaro and Smith, 1998; 1999) was the both the overlay and glue for the components. Here...
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...Bus 302, Management Concepts, Chap 12-13 The first 15 questions cover the material in Chapter 12. The second 15 questions cover the material in Chapter 13 Question 1 3 out of 3 points | | | The primary benefit of the ____ paradigm is that it generally brings about fairer treatment of employees and increases demographic diversity.Answer | | | | | Selected Answer: | discrimination and fairness paradigm | Correct Answer: | discrimination and fairness paradigm | | | | | Question 2 3 out of 3 points | | | A(n) ____ is a formal assessment that measures employee and management attitudes, investigates the extent to which people are advantaged or disadvantaged with respect to hiring and promotions, and reviews companies' diversity-related policies and procedures.Answer | | | | | Selected Answer: | diversity audit | Correct Answer: | diversity audit | | | | | Question 3 3 out of 3 points | | | To make sure that people of all racial and ethnic backgrounds have the same opportunities, companies should ____.Answer | | | | | Selected Answer: | survey employees about their perceptions and satisfaction | Correct Answer: | survey employees about their perceptions and satisfaction | | | | | Question 4 3 out of 3 points | | | In a recent meeting, San Mateo County Supervisors voted unanimously to conduct a(n) ____, which would provide an accounting of how well the makeup of local boards...
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...Lloyd Wayne Murphy Product Quality Inspector Training Development Strayer University September 9, 2012 Abstract March 10, 2008, a group of four IT students: J. Group, L. Elect, K. Tronic, and M. Gadget incurred the involvement of a IT final exam studying session together on the student’s home J. Group, and during the studying session, when J. Group complained of hot the laptop felt. A heated discussion soon ensued regarding J. Group’s concern, whereof the group initiated a concept of the students forming an accord between the students to construct an electronic gadget, which would resolve the issue. Indeed, not only did the gadget soon incur construction in a reduction of the operational heat of the laptop or computer produced: the gadget, as well, enhanced a laptop’s or any computer’s speed, wherein, the gadget incurred attachment. Therefore, the students found a financial backer, N. Merchandise, to initiate the implementation of the construction of Automated Gadget and promptly filed for a LLC to form company: thereof titled Group Automated Gadget, LLC (GAG) on June 8, 2008. Product Quality Inspector Training Development The GAG board is comprised of five individuals: the four students and the financial backer, whom the board elected as President of the board, devised a stratagem of opening a small plant. The GAG board averred the organizations mission to highlight the firm’s goals: GAG product performance excellence equals customer satisfaction. The board of...
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...Virtual Management - a New Business Organization Paradigm JJ Murphy Negotiation Newsletter Calum Coburn Co Ltd ( private paper). This article discusses how traditional organizational management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science. Virtual organizational management is the needed change in the management paradigm. -------------------------------------------------------------------------------- This article argues that traditional management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science and shows how the management paradigm has been updated by the new era of the virtual structures. While the management structures and systems developed by such researchers as Weber, Fayol, Taylor and Drucker in the 19th and 20th centuries established a management paradigm which has endured up to the millennium, these "simple" structures and systems were more suited to a time when competition was slower, less aggressive, and characterized by long periods of stability, and when information science was in its embryonic or primordial stage. It is abundantly clear, however, that the arrival of the 21st Century demands a fundamental rethink, and the development of...
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...organization. It studies on how organizations can be structures more accurately, and how several events in their outside situations effect organizations. It has become more significant today than in previous years because organizations must master to adapt to the rapidly changing business cultures that have stemmed from a competitive market. In order to know how to handle a new workforce, and cope with the challenges of the new environment, the employers need to deliver their message about behavior and attitude of groups, and individuals in corporation. According to Graham and Krueger (1996), soft skills were never a part of management training and it was precious that employers were advised for possessing those skills. If employer can understands on an employee’s adaptability, personality, and creativity, motivating that employee the way he need to be motivated is never a gray area and a guaranteed success. Question (A): Why it is important to study Organizational Behavior? The study of organizational behavior is one of the most significant elements in the management sciences, as it makes management learn from what has succeeded elsewhere. Generally, financial strength is a measure of the organizations past success. What determines whether the organization will continue to deliver sought-after products, will continue to develop cutting edge technology, will continue to make the right options about...
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...Change and Culture Case Study II: Job Redesign Duane S. Goggins-Week#5 Assignment HCS/514 January 9, 2012 Sara Brown Change and Culture Case Study II: Job Redesign To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity...
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...TABLE OF CONTENTS Introduction............................................................................... . .....2 BMW's Strategic Leadership .........................................................................4 Conclusion.....................................................................................................12 References ..................................................................... .................13 Bibliography .....................................................................................14 Management is doing things right; Leadership is doing the right thing. -Peter F. Drucker Leaders are the ones who keep faith with the past, keep step with the present, and keep the promise to posterity - Harold J. Seymour Introduction BMW The Ultimate Driving Machine "How does one become the ultimate driving machine? Through years of investment in building and managing brand value. BMW's values are relevant and differentiated to consumers in all parts of the worlds. Interbrand has been helping BMW establish and solidify its leadership brand position for 25 years". (Anon, 2004) Bayerische Motoren Werke (BMW), owner of the prestigious BMW brand, was one of the Europe's top automakers. BMW automobiles employed 82,000 workers in plants in Munich and Regensburg in Germany. Spartanburg in the US, Rosslyn and South Africa (Lencioni, 2001, cited in Johnson & Scholes, 2002). BMW was established during the First World War to manufacture...
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...CHALLENGES FOR RURAL MARKETING Submitted to Submitted by Proff Vijaya Lakshmi R Mohan Shantha Kumar Abstract Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a ‘for-profit’ or ‘not- for-profit’ venture engaged in income-generating activities with an agenda of bringing about a positive change in the society. While social enterprises are engaged in the development of people, it is rather paradoxical that they experience a variety of problems with respect to the management of human resources within their enterprises. It is common knowledge that social enterprises perennially struggle with various critical human resource issues such as getting employees at low rates of compensation, providing growth opportunities for employees within the organization, retaining talent especially in the middle management, providing clearly defined roles and tasks to employees, etc, leading to high attrition and increasing the cost of acquiring and training new employees. It becomes critical for social enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these problems. This paper discusses a few such innovative HR strategies adopted by social enterprises to attract and retain talent...
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...This paper will compare and contrast these two perspectives on organizational effectiveness. These paradigms then will be related to a real organization with consideration given to practical approaches at improving effectiveness drawn from these paradigms. Survey of High Performance Organization A recent global study defines high performance organizations as ones where the following conditions hold: “people are valued, critical thinking is optimized, and opportunities are seized”(Annunzio, S. pg 3, 2004). The most common characteristics of high performance organizations are the following: “Flatter, horizontal structure instead of vertical hierarchy, work done by teams organized around processes; teams empowered to make decisions so management is decentralized and participative, empowered workers with high skill levels and cross-training; rewards for team performance, collaboration among teams, between labor and management, with supplier, focus on customers, quality, and continuous improvement, and flexible technologies (Kerka, S., 1995). Another study entitled “The High Performance organization: An Assessment of Virtues and Values” defines high performance organization as follows: 1. An organization designed, bottom-up, around defined processes. 2. Fluid structure, adaptive and flexible, responsive to changing customers and environment. 3. Little hierarchy due to high self -management at lower levels. 4. Highly autonomous units networked across organization boundaries web system...
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