...xxv PART I. 21ST-CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES 1 Chapter 1 The New Human Resource Management Process 2 SHRM 3 Why Study Human Resource Management? 4 HRM Past and Present 6 Past View of HRM 6 Present View of HRM 6 21st-century HRIi 8 HRM Challenges 8 The HRM Strategic View 9/ Technology and Knowledge 10 Labor Demographics 11 Productivity and Competitiveness Through HRM HRM Skills 12 Technical Skills 12 Human Relations Skills 13 Conceptual and Design Skills Business Skills 14 12 13 Line Managers' HRM Responsibilities 15 Line Versus Staff Management 15 Major HR Responsibilities of Line Management 15 HR Managers' Resonsibiiities: Disciplines Within HRW? 16 The Legal Environment: EEO and Diversity Management 17 Staffing 17 Training and Development 20 Employee Relations 20 Labor and Industrial Relations 20 Compensation and Benefits 20 Safety and Security 21 Ethics and Sustainability 21 HRM Careers 23 The Society for Human Resource Management Other HR Organizations 24 Professional liabiliy 24 23 The Practitioner's Model for HRM The Model 24 Sections of the Model 25 24 Trends and Issues in HRM 27 Technology and High-Performance Work Systems 27 Increasing Globalization 28 Ethical Issues—Reverse Discrimination Wrap-Up 28 29 Chapter Summary 30 Case 1.1 33 Chapter 2 Strategy-Driven Human Resource Management SHRM 38 39 Strategy and Strategic...
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...Indicators of Effective and Efficient Use of Language A Paper Work Presented to Professor Rowena J Rivero The Faculty of the Graduate School Meycauayan College In Fulfillment of the Requirements for the ENG202 Descriptive Linguistics Nathaniel R. Bautista Student CHAPTER I INTRODUCTION Words are basic element in communication, to communicate effectively one must know what exactly he/she wanted to express. Use specific rather than general words avoid clincher, there repeated words lost its effectiveness, because of redundancy. Do not use slang, jargon, or foreign words. It only confuse your listener, you also avoid euphemisms that can create subtle ideas. Above all avoid self–favorite words. In this world of complex individual men and women are two distinct creatures, who actually had opposite expressions, ideas and choice of words. This is the main reason why conflicts arise. A lot of studies show the diversity of men to women. To start with let us explore the languages each one utilizes. Facilitating better connotation between sexes, doesn’t mean that men need to completely change their behaviors or that women need to change, but in order to improve communication and have more harmonious relationship and effective work environment, we each have to work harder to understand and respect our differences. The men speak “menglish” women say “it’s a girl thing“. It may sound the same the same but words and phrases have entirely different meanings thus...
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...2. Equal Employment Opportunity: The Legal Environment 3. Implementing Equal Employment Opportunity Image Source/PunchStock 4. Job Analysis and Job Design bya30557_ch01_001-022.indd 1 7/1/10 8:55 PM CONFIRMING PAGES bya30557_ch01_001-022.indd 2 30/06/10 12:58 PM CONFIRMING PAGES Chapter One Human Resource Management: A Strategic Function Chapter Learning Objectives After studying this chapter, you should be able to: 5. Identify several challenges today’s human resource managers currently face. 1. Define human resource management. 6. Outline several potential challenges and contributions that an increasingly diverse workforce presents. 2. Describe the functions of human resource management. 7. Discuss the role of human resource managers in the future. 3. Summarize the types of assistance the human resource department provides. 8. Explain how human resource managers can affect organizational performance. 4. Explain the desired relationship between human resource managers and operating managers. 9. Summarize several guidelines to follow when communicating human resource programs. Chapter Outline Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs Human Resource Functions Who Performs the Human Resource Functions? The Human Resource Department Challenges for Today’s Human Resource Managers Diversity in the Workforce Regulatory Changes Structural Changes...
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...BUSA 2105, Fall 2015 Sections 01 and 03 Communicating in the Business Environment Instructor: Melanie Strickland Brown Office: Howard Jordan – Room E-mail: brownme@savannahstate.edu Mobile/Text Msg: 912-398-9823 Office Hours: Tuesday and Thursday from 5:00-6:00 p.m.or by phone/text most of the time COURSE DESCRIPTION: This course will cover basic principles of effective business communication. Written communication components include reports, positive and negative letters, emails, and resumes and cover letters. Oral communication components include brief summaries of exercises, a mock interview, a team presentation, and meeting management skills. Also, the class will cover cross-cultural communication, personal interaction skills, and business etiquette with a focus on electronic communication. Written documents and oral presentations must include correct grammar, spelling, and punctuation. PREREQUISITES: 1. You must have successfully completed (grade C or better) CSCI/CISM 1130, Computer and Its Applications. 2. You must have successfully completed (grade C or better) ENGL 1102, English Composition II. Remember: You are responsible for insuring that you have met the prerequisite requirements. If you are on the official roll of this course, you are certifying that you have satisfactorily completed these prerequisites prior to enrolling in BUSA 2105. If, at any time, we discover that this certification is invalid, you will be withdrawn...
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...PART 1 Understanding the Foundations of Business Communication CHAPTER 1 CHAPTER 2 CHAPTER 3 Achieving Success Through Effective Business Communication Mastering Team Skills and Interpersonal Communication Communicating in a World of Diversity career, and how to adapt your communication experiences in life and college to the business world. Improve your skills in such vital areas as team interaction, etiquette, listening, and nonverbal communication. Explore the advantages and the challenges of a diverse workforce and develop the skills that every communicator needs to succeed in today’s multicultural business environment. N o other skill can help your career in as many ways as communication. Discover what business communication is all about, why communication skills are essential to your 1 1 1 2 3 Achieving Success Through Effective Business Communication LEARNING OBJECTIVES After studying this chapter, you will be able to Explain the importance of effective communication to your career and to the companies where you will work Describe the communication skills employers will expect you to have and the nature of communicating in an organization by using an audience-centered approach Describe the communication process model and the ways that social media are changing the nature of business communication 4 5 List four general guidelines for using communication technology effectively Define ethics, explain the difference between an ethical...
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...Chapter 1: THE DYNAMIC ENVIRONMENT OF HRM LEARNING OUTCOMES After reading this chapter, students should be able to: • Discuss how cultural environments affect human resource management (HRM) practices. • Describe how technology is changing HRM • Identify significant changes that have occurred in workforce composition • Describe the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process engineering and its implications for HRM • Identify who makes up the contingent workforce and the HRM implications • Define employee involvement and list its critical components • Explain the importance of ethics in an organization. CHAPTER OVERVIEW The chapter’s opening vignette illustrates how Four Seasons Resorts and Hotels uses the Golden Rule to treat the employees as you expect them to treat the customer. While customers like to be pampered, so do the employees as evidenced by the Four Seasons being listed in Fortune magazine as one of the “Best Companies to Work For” every year since the list started in 1998. Overviews of today’s dynamic business world, highlighting cultural environments, globalization, technology, and social history evolution, set the stage for discussions about the implications to the HR field. These topics include: multicultural issues, global workforces, HRM technology, workforce...
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...City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND...
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...MGMT301: Managing Across Cultures Subject Outline Subject Information Semester One, 2015 Offshore Campus (INTI International College Subang) Lecture Information: 3 hours lecture, 1 hour tutorial Pre-requisites: MGMT110 plus 12 cps from 200 or 300 level Faculty of Commerce subjects Co-requisites: Nil Teaching Staff Teaching Role | Lecturer | Name | Mr. Ronald Hor Yew Kheong | Telephone | 603-5623 2800 (UOW Program Office) | Email | ronald.hor@gmail.com | Room | UOW Program Office | Consultation Times | To be advised | Email Etiquette: Consultation with your subject coordinator and/or teachers via email Your teachers receive many emails each day. In order to enable them to respond to your emails appropriately and in a timely fashion, students are asked to observe basic requirements of professional communication: Consider what the communication is about * Is your question addressed elsewhere (e.g. in this subject outline or, where applicable, on the subject's eLearning site)? * Is it something that is better discussed in person or by telephone? This may be the case if your query requires a lengthy response or a dialogue in order to address. If so, see consultation times above and/or schedule an appointment. * Are you addressing your request to the most appropriate person? Specific email title/ header to enable easy identification of subject related/ student emails * Identify the subject code of the subject you are enquiring...
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...management, the professions, and the administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels of OD and change courses. PART 3 provides a sample syllabus for a graduate-level change course, learning modules on consulting skills, teaching activities, and case suggestions. PART 4 summarizes sources for cases, films, videos, and other internet-based teaching materials. How to Use This Instructor’s Guide This instructor’s guide is designed to provide something for everyone...
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... BASIS FINANCIAL STATEMENTS Chapter Summary Financial statements are the primary means of communicating financial information to users. Chapter 2 covers the income statement, balance sheet, and statement of cash flows. Chapter 1 set forth the objectives of the financial reporting process, and offered the observation that these objectives are met in large part by a set of financial statements. In this chapter, we take up the task of introducing the balance sheet, income statement, and the statement of cash flows. The presentation is organized around the accounting equation. The equation serves as the basis for elementary transaction analysis. A continuing illustration examines the impact of a number of simple transactions upon the balance sheet of a simple service business. Revenue and expense transactions have been included so that we might introduce the income statement and statement of cash flows at an elementary level. This in turn has provided the opportunity to discuss and illustrate statement articulation. Before closing, the chapter emphasizes the importance of adequate disclosure regarding both financial and nonfinancial information, thereby reinforcing the Chapter 1 theme that the financial reporting process is broader than the financial statements. The chapter also covers accounting principles dealing with asset valuation, as well as...
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...Organizational Culture and Leadership Defined California University of Management and Sciences Part III Case Study Professor Victor Hernandez MBA Chih-Min Liao 2014/8/29 Table of content CH.12 HOW CULTURE EMERGES IN NEW GROUPS------------------------------------------3 Introduction---------------------------------------------------------------------------------------3 Group Formation through Originating and Marker Events--------------------------------3 Stages of Group Evolution----------------------------------------------------------------------5 Conclusions---------------------------------------------------------------------------------------6 Ch.13 How Founders/Leaders Create Organizational Cultures------------------------------------7 Introduction --------------------------------------------------------------------------------------7 Culture Beginnings through Founder/Leader------------------------------------------------7 Example of Culture Evolution------------------------------------------------------------------9 Conclusions--------------------------------------------------------------------------------------13 CH14. How Leaders Embed and Transmit Culture--------------------------------------------------14 Primary Embedding Mechanisms--------------------------------------------------------------15 What Leaders Pay Attention to, Measure, and Control-------------------------------------15 Leader Reactions to Critical Incidents and...
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...– May 18, 2013 Saturdays, 9:00 AM – 2:00 PM Semester Hours Credit: 3 Instructor: David F. Finch Phone: (580) 919-5116 Email: david.finch3@yahoo.com Office Hours: Saturdays 8:30-9:00 AM, I. INTRODUCTION A. Practical application of the principles and concepts of the behavioral sciences to interpersonal relationships in the business and industrial environment. B. HRPO 1311 is a required course in the Business Management and Marketing and Sales Management degree and certificate programs. C. The course is occupationally related and serves as preparation for a career in general business management. D. Prerequisites: None E. Alphanumeric coding used throughout this syllabus denotes integration of the Secretary’s Commission on Achieving Necessary Skills (SCANS) occupational competencies (CA, C1, 2, B, etc.) and foundation skills (B, C1, 2, FA, etc.) for this course. The instructor will ensure the designated SCANS competencies and skills are addressed in the course. A detailed description of each competency/skill is contained in “A SCANS Report for America 2000,” Executive Summary, furnished separately. II. LEARNING OUTCOMES A. Upon successful completion of this course, Human Relations, the student will be able to: 1. Evaluate human relations including diversity, attitudes, self-esteem, and interpersonal skills to promote career success. 2. Identify and evaluate the causes and effects of stress in the workplace. 3. Develop individual and group communication, listening, and decision-making...
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...International Management, 7e (Deresky) Chapter 3: Understanding the Role of Culture 1) International firms like Starbucks and McDonald's most likely modify their business practices in Saudi Arabia because of . A) prevalent religious customs and beliefs B) poor international business relationships C) low demand for American products D) tight restrictions on foreign trade Answer: A Diff: 3 Page Ref: 91 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 2) Women in Saudi Arabia are permitted to work alongside men as . A) lawyers B) architects C) engineers D) doctors Answer: D Diff: 2 Page Ref: 91 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 3) All of the following statements about women in Saudi Arabia are true EXCEPT that they are . A) allowed to earn a college degree B) restricted from owning businesses C) allowed to buy designer clothing D) restricted from driving cars Answer: B Diff: 3 Page Ref: 91-92 Chapter: 3 Skill: Concept AACSB: Multicultural and Diversity 4) What is the primary reason that high-end department stores operate in Saudi Arabia given the country's dress restrictions? A) Dress restrictions only apply to certain regions of Saudi Arabia. B) Women wear designer clothes for public functions when abayas are not required. C) Wealthy men and women in Saudi Arabia are interested in the latest fashion trends. D) Saudi Arabia draws travelers from Europe who want the latest designer...
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...management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of the issues an EU company might face during its...
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...CHAPTER 6 Corporate-Level Strategies Learning Objectives CONTENTS After reading this chapter, you should be able to: Introduction 1. Understand corporate strategy and identify its components. Corporate Strategy 2. Evaluate and identify different approaches to corporate strategy development. The Portfolio Approach 3. Understand how organisations can create and sustain the multibusiness advantage. Corporate Strategy and Adding Value 4. Appreciate how different corporate strategies could add value to a corporation. 5. Appreciate the complexities of developing corporate strategy at the international level. The Core Competence Approach Creating and Sustaining the Multibusiness Advantage Corporate-Level Strategy in the International Perspective Summary Study Questions References and Further Readings 109 110 CHAPTER 6: Corporate-Level Strategies Opening Case The case study organisation is one of the largest international hotel chains operating in more than one hundred countries with its internationally recognised brands. However, the company does not have a culturally diverse workforce at the senior level. It usually recruits executives to the key decision-making positions either from the United Kingdom or the United States. In this respect, it is defined as Anglo-Saxon. Some people argue that the company should get the best from other nationalities involved in the development of an organisation’s strategy. Different...
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