...Electronic Submission Coversheet * Please complete and insert this form as the first page of your electronic submission. * Submit the assignment with attached coversheet electronically through the Wolf E-submission gateway * Please make sure you keep a copy of your assignment. Student Details Surname | ADEYEYE | Given name | BABATUNDE .K. | Student Number | 1015631 | Email | meet_tunashi@yahoo.com | Assignment Details Module name | Managing Human Resources | Module Code | 7HR011 | Managing Human Resources | | 7HR011 | Dr Anosike. U. Paschal | Due date | 8/01/12 | | Assignment title | Task 2 | All forms of plagiarism, cheating and unauthorized collusion are regarded seriously by the University and could result in penalties including failure in the unit and possible exclusion from the University. If you are in doubt, please read the following web page. Student’s Declaration By submitting this assignment I SIGNAL & DECLARE my knowledge and agreement to the following: - Except where I have indicated, the work I am submitting in this assignment is my own work and has not been submitted for assessment in another unit or for any other purpose. This work conforms to the instructions and submission guidelines as contained in the assessment briefing and the module guide respectively. This submission complies with University of Wolverhampton policies regarding plagiarism, cheating and collusion. I acknowledge and agree that the...
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...MGT 512 - Human Resources Sonoco Products Company (A): Building a World-Class HR Organization (Abridged) 1.Which option would best suit a changing industry in which only the flexible survive? Where innovation is significant, it is also vital to certify that employees entering into the firm are productive and adaptable with the approach of the company. Sonoco is part of an ever changing, fast paced, market where reacting to changes is not only necessary, but, is crucial to their future existence. A hybrid structure where divisions would have some direct involvement with planning, personnel programs, compensation, and benefits would be ideal. The key advantage to this particular structure is that it would leave a form of divisional Human Resource management in tact where general management would be provided with necessary information. Sonoco is a global organization. Companies that are global are usually very complex consisting of different divisions allowing for diversity of business cultures to coexist. A global company is worldwide and they operate in many countries, each with their own exclusive set of social customs. Employee learning essentials and the company’s product offerings may be fundamentally different from country to country. Therefore, one-size fits all solution does not fit global organizations due to their various learning demands. Training needs are customized to match divisional needs, local needs, as well as specific business requirements...
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...For the exclusive use of S. AL OBAIDLI 9-405-009 REV: SEPTEMBER 22, 2005 DAVID THOMAS BORIS GROYSBERG CATE REAVIS Sonoco Products Company (A): Building a WorldClass HR Organization Your business is only going to be as good as the people you’ve got. You can have the best strategy in the world, but if you don’t have effective execution by people, it’s going to fail. — Harris DeLoach, Sonoco CEO In order to make progress, we had to somehow decide what things were going to be the same across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy Hartley, Senior VP, Human Resources It was late August 2000. Cindy Hartley, senior vice president of human resources (HR) at Sonoco, a 100-year-old global provider of industrial and consumer packaging and related services, was meeting with five members of her reorganization task force comprising the heads of employee relations and organizational development, the company’s chief labor attorney, and two key divisional HR directors. Looking to cut costs across the company, the company’s newly appointed CEO had asked Hartley to come up with at least two potential new HR structures that would reduce the function’s costs by 20%, or $2.8 million. But there were other equally pressing reasons for the reorganization. Number one was to ensure top-level accountability for talent management and upgrading. The second reason was to provide...
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...Welcome to Strategic Human Resource Management Course Number: MBA 786 School of Business & Technology University of Wisconsin - Parkside 6:00 - 9:15 p.m. Wednesdays, Molinaro 167 October 29 – December 17 Fall Semester 2008 “…if we are to have citizens who can live constructively in this kaleidoscopically changing world, we can only have them if we are willing for them to become self-starting, self-initiating learners.” Carl Rogers Contacting the Instructor Professor: Dr. Karen Crooker Phone/Voice Mail: 595-2348 (worst way to contact) Office: Molinaro 349 Fax: 595-2680 (label to my attention) E-mail: crooker@uwp.edu (best way to contact) Address: UWP, Department of Business, PO Box 2000, Kenosha, WI 53141-2000 Web page: http://uwp.edu/~crooker/ Office hours: 3:15 – 4:30 p.m., Mondays & Wednesday. Other times by appointment. Course Description Using human resource management systems to create and sustain competitive advantage. Emphasis on an integrative framework that requires linkage between, as well as consistency among, functional HR activities and their alignment with and reinforcement of the organization’s competitive strategy. Course Objectives The goal of this course is to help students develop their knowledge, skills, and abilities in the following areas. At the conclusion of this course, students should be able to ✓ Name competitive...
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...organizational goals and objectives. The purpose of this course is to provide the student with an understanding of human resource management from theoretical, practical, and empirical viewpoints. Material will be presented and discussed from the perspective of the operating or line manager as well as the human resource specialist. Attention will be devoted to the various contexts of human resource management, basic techniques and methods, and the changing nature of managing human resources. More specifically, our concerns will include human resource and employment planning, employee recruitment and selection, training and development, performance planning and evaluation, compensation administration, organizational career management, structure of the human resource function, and the strategic role of human resource management. Objectives of the Course: During the course, the student will hopefully progress toward attainment of the following objectives: 1. Become familiar with the human resource management process (or HR value chain) and its key elements: a. Organization and human resource goals and strategies b. Human resource planning and analysis c. Employee staffing – recruitment and selection d. Organizational career management – training, performance management and evaluation, and rewards/compensation e. Employee retention and turnover – psychological contract 2. Understand that human resources are an asset...
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...Table of Content Q1 & Q2: Data Interpretation & Analysis ............................................................................ 1 Q3 & Q4: To Pack or Not To Pack ......................................................................................... 7 Recycling & Rewards .............................................................................................................. 9 Go Green to Gain “Greenback” ........................................................................................... 10 Tierra y Fuego – Earth (Land fill) and Fire (Combustion) ............................................... 13 Money, Money, Money........................................................................................................... 14 Cul-De-Sac .............................................................................................................................. 15 Leachate Attack...................................................................................................................... 16 Conclusion .............................................................................................................................. 17 Reference ................................................................................................................................ 18 Q1 & Q2: Data Interpretation & Analysis As shown in the table, anomaly data in year 1999, 2000, 2001, 2004, 2008, 2011 and 2012 is assumed to be unknown...
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...1. Analyze the organizational environment that Sonoco operates in. Given this context, what are the strengths and weaknesses of Sonoco’s organizational structure? 2. How successful has Hartley been in transforming Sonoco’s HR function to be strategic? What else should Hartley have done? Provide the rationale for your answers to these questions. 3. What is right HR structure for Sonoco – centralization or hybrid? Why? Evaluate the different options (pros and cons). * the secretary of Homeland Security, tell reporters that he “ had no reports ” of things viewers had seen with their own eyes. It seemed he might have been better informed if he had relied on CNN Homeland * Security, Enron, and Home Depot represent only a few examples of an endemic challenge: how to know if you ’ re getting the right picture or tuning in to the wrong channel. Managers often fail this test. Cluelessness is a fact of life, even for very smart people. Sometimes, the information they need is fuzzy or hard to get. Other times, they ignore or misinterpret information at hand. Decision makers too often lock themselves into fl awed ways of making sense of their circumstances.rather than his own agency. * Reframing requires an ability to think about situations in more than one way. We then introduce four distinct frames — structural, human resource, political, and symbolic — each logical and powerful in its own right. Together, they help us decipher the full array of signifi...
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...scc SM Supply Chain Operations Reference (SCOR®) model Overview - Version 10.0 supply chain council About Supply Chain Council Supply Chain Council (SCC, supply-chain.org) is a global nonprofit organization whose framework, improvement methodology, and benchmarking tools help member organizations make dramatic and rapid improvements in supply chain performance. SCC established and maintains the supply chain world’s most widely accepted framework for evaluating and comparing supply chain activities and their performance: the Supply Chain Operations Reference (SCOR®) model. The SCOR framework makes it possible for organizations to quickly determine and compare the performance of supply chain and related operations within their organization and against other organizations. SCC and its member volunteers continually advance these tools and provide education on how to leverage them for achieving superior supply chain performance. A consortium of 69 organizations founded SCC in 1996. Today, the SCOR model is used by thousands of organizations worldwide. SCC membership is open to all organizations interested in applying and advancing the state-of-the-art in supply chain management systems and practices. Our members represent a broad cross-section of industries including manufacturers, distributors, retailers, and service providers as well as technology solution providers, business consultants, academic institutions, and government organizations. SCC has chapters in Australia/New...
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...Motivation in today's workplace: the link to performance. ABSTRACT In today's hyper-competitive marketplace, understanding what fosters and forwards employee motivation--and, thus, organizational performance--is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage. ********** Introduction In today's marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise. Motivation is generally defined as the psychological forces that determine the direction of a person's level of effort, as well as a person's persistence in the face of obstacles. The direction of a person's behavior refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up. (1) The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee. Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation...
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...S LEGO GROUP: AN OUTSOURCING JOURNEY w 910M94 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2010, Richard Ivey School of Business Foundation Version: (A) 2010-11-12 PROLOGUE The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world — the LEGO Group — the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of LEGO’s...
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...9-798-061 REV: MAY 31, 2007 CYNTHIA MONTGOMERY ROBERT KENNEDY LISA CHADDERDON HAROLD F. HOGAN, JR. Tyco International On October 6, 1995, Tyco International, a diversified U.S. conglomerate, received some very unflattering news. A respected investor monitoring organization, the Council of Institutional Investors (CII), had included the firm in its list of the 20 worst-performing S&P 500 companies. CII generated its list annually, based on a mechanical formula that calculated total shareholder returns over a five-year period.1 One commentator described the annual rankings as “the corporate equivalent of being put on the school detention list.”2 The choice of Tyco as one of the 20 culprits was quickly challenged. Tyco’s own management described the result as an artifact arising from an abnormally high share price during a narrow window at the start of CII’s measurement period. Robert Monks, head of Lens, Inc., an activist money management firm and former member of Tyco’s board of directors, also took exception to the report. In a letter of protest to the executive director of CII, Monks asserted that based on his own experience, he believed Tyco was a responsible company fully committed to enhancing shareholder value. He wrote: “On balance we conclude that this is a first-rate company successfully adding value in the difficult mode of a conglomerate. Our criteria [for evaluating] companies ultimately is—what can we, as informed and effectively involved owners...
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...GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions This page intentionally left blank GLOBALIZATION OF MANAGEMENT EDUCATION: Changing International Structures, Adaptive Strategies, and the Impact on Institutions Report of the AACSB International Globalization of Management Education Task Force AACSB International – The Association to Advance Collegiate Schools of Business 777 South Harbour Island Boulevard Suite 750 Tampa, Florida 33602-5730 USA Tel: + 1-813-769-6500 Fax: + 1-813-769-6559 www.aacsb.edu United Kingdom North America Japan India Malaysia China Emerald Group Publishing Limited Howard House, Wagon Lane, Bingley BD16 1WA, UK First edition 2011 Copyright r 2011 AACSB International. Reprints and permission service Contact: booksandseries@emeraldinsight.com No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the copyright holder or a license permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. No responsibility is accepted for the accuracy of information contained in the text, illustrations or advertisements. The opinions expressed in these chapters are not necessarily those of the Editor or the publisher. British Library Cataloguing in Publication...
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...Offshore Employment Handbook The Time-Saving “Getting Started” Guide for Finding Offshore Oil, Gas & Energy Jobs WE STRONGLY RECOMMEND TO SAVE THIS DOCUMENT ONTO YOUR HARD DISC NOW!!! Offshore Employment Kit…2 How to Avoid Offshore Oil Job Scams..................................................................... 5 Living the Offshore Life ......................................................................................... 10 Glossary of oilfield terms ....................................................................................... 12 Frequently asked questions about the offshore industries ........................................ 14 Nature of the oil industry ....................................................................................... 16 working conditions ................................................................................................ 19 Employment .......................................................................................................... 20 Occupations in the Industry.................................................................................... 20 Training and Advancement..................................................................................... 22 Earnings ................................................................................................................ 23 Outlook ......................................................................................................
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