...Introduction Providing employees of various companies in mainland China with professional services to employees who are experiencing personal problems that may interfere with work performance has helped establish Beijing EAPS Consulting, Inc., into their market in 2001(Jiao Li , 2011, p 50). Since then, the company has grown from six original employees to twenty employees in six years (Jiao Li, 2011, p 50). Beijing EAPS Consulting delivers a variety of options to their customers that are covered through their health insurance coverage (Jiao Li, 2011, p 50). Due to the growth of their work force, the company has had to undergo major reorganization within its management levels and employee structure (Jiao Li, 2011, p 52). In addition to management reorganization, the company has also changed its focus from research to more business practices and making their name known throughout their market (Jiao Li, 2011, p 51). Currently, where employees previously had one manager to report to, there are situations where there are two or more managers, depending on which project they are working on (Jiao Li, 2011, p 53). This has caused confusion as to which manager holds priority and how to manage tasks given to them by both (Jiao Li, 2011, p 53). As a result, projects are not progressing as efficiently as they should be and there is discord among both managers and employees (Jiao Li, 2011, p 53). This paper will take an in depth look at Beijing EAPS Consulting, Inc. and examine...
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... Downsizing refers to the permanent reduction of a company's workforce and is generally associated with corporate reorganization, or creating a "leaner, meaner" company. Downsizings such as these are also commonly called reorganizing, reengineering, restructuring, or rightsizing. Regardless of the label applied, however, downsizing essentially refers to layoffs that may or may not be accompanied by systematic restructuring programs, such as staff reductions, departmental consolidations, plant or office closings, or other forms of reducing payroll expenses. In essence, restructuring efforts attempt to increase the amount of work output relative to the amount of work input. Downsizings such as these are also commonly called reorganizing, reengineering, restructuring, or rightsizing. Regardless of the label applied, however, downsizing essentially refers to layoffs that may or may not be accompanied by systematic restructuring programs, such as staff...
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...Responders Grant awarded, $ 500,000 (United States Department of Justice, 2012). This money works toward restoring buildings for central command, dispatcher/call center, and computerized crime fighting equipment. The grants help to bring this outdated police department into the future of community-orientated police and community involvement. Junction City Proposal The Junction City Mayor and Council hired a new police chief to work with the task force to incorporate the new change of using the COPP organization strategies (Peak, 2010). This innovative mayor, commissioner, along with the police chief applied and received three different grants $1.5 million dollars (United States Department of Justice, 2012). This proposal discusses the reorganization of the Junction City Police Department to ensure the future safety of community and citizens. The grants pay the increased salaries of police officers, new dispatch call center, and computerized equipment for every police officer. These grants provide the research and information for this study for the criminal justice department. The grants spent for restoring the Junction City police department, computerized central command, crime lab, dispatch/call center, police equipment, and salaries for nine months through the tourist season. The climate within the Junction City police department defines the behavior factors depend on the social interaction of the police and the people within complex areas of the communities....
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...Capital Budgeting Brenda Armstead PPA603: Government Budgeting (MGB524DS) Instructor: Dr. Regis Chapman July 13, 2015 Introduction: According to Lee el at (2008), “Three main factors influence debt capacity: expenditure pressures, resource availability, and the commitment of governmental officials to use resources to meet debt requirements. Assessing resource availability involves analyzing all potential sources of revenue including own-source revenues; transfers from other levels of government; and types of self-financing including user charges, special assessments, impact fees, and a variety of other measures to collect fees or revenues sufficient to support the specific project or facility. Expenditure analysts look at the present and potential future commitments of jurisdictions. Population growth, changing economic conditions, the state of the current capital facilities and infrastructure base, and the socioeconomic characteristics of the population are important influences on potential future expenditures. Fiscal capacity analysis, focusing on the ability to generate revenues, and on expenditure needs, is used to determine present fiscal conditions and estimate future conditions” (P. 555). Discuss how the debt capacity of a governmental entity is determined: “Within the FY2015 budget document are defined explanations of any changes from FY2014. Equally important as the aforesaid statement are the estimated revenues derived from taxes...
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...problems in a company, which are causing some form of financial harm and putting the overall business in jeopardy. The hope is that through restructuring, a company can eliminate financial harm and improve the business. (Investment Dictionary, Investopedia 2002). Restructuring is a method of raising organisational efficiency by questioning every stage of key operational processes to see if they still achieve what is required of them in terms of cost, quality service and speed. Restructuring is the corporate management term for the act of partially dismantling and reorganizing a company for the purpose of making it more efficient and therefore more profitable. It generally involves selling off portions of the company and making severe staff reductions. Restructuring is often done as part of a bankruptcy or of a takeover by another firm, particularly a leveraged buyout by a private equity firm. It may also be done by a new CEO hired specifically to make the difficult and controversial decisions required to save or reposition the company. (Corporate Dictionary, Investopedia, 1999). Companies restructure in order to achieve dramatic improvements in critical contemporary measures of performance, such as...
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...BLE is a company that has recently restructured into a functional departmentalization format from a geographic layout. Although progress is apparent, the goal of fully obtaining greater efficiency and reduced duplication is not complete. A functional layout appears to be the most appropriate format for BLE. This company wide layout has reduced duplication of entire departments, such as IT, Finance and Human Resources. It has also been successful in the consolidation of departmental goals, reduction of internal duplication (processes and employees), overhead and providing consistent direction to most employees. However, it appears that critical functions such as Sales and Marketing have not been completely restructured. This has resulted in inconsistent department goals and direction for these employees. Complications have arisen because these departments still have country based distinct chains of command. The unity of command has not been solidified and so executives, who should only have staff authority over certain employees, still exercise full line authority. Employees often receive contradictory directions, from their current and former bosses, often simultaneously. This lack of a solid unity of command has resulted in departments and employees that are very inefficient and frustrated. Further evidence of an incomplete restructuring is illustrated by the typical span of control, especially for the first line managers, which may be considered excessive. Research suggests...
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...AMBA 610 The Manager in Organizations and Society Final Knowledge Integration Assignment Spring I- 2011 Please read all instructions carefully before you begin. Failure to read and understand instructions could result in an unsatisfactory grade on the assignment. If you have questions about the assignment, contact your instructor. Don't wait until the last minute to read the assignment and clarify any questions you might have. If you wait until Saturday or Sunday night, your instructor might not be available to answer your questions at that exact moment. Include your responses to all issues in ONE document labeled with your last name and "final," -- e.g. "Smithfinal"-- and post in your Assignment Folder no later than midnight Sunday, March 6. Do not post a separate document for each question part. No extensions may be granted on this assignment, so be sure to submit it on time and check to make sure that the document you submitted is readable and what you intended to submit. Your final document should include ONE reference list at the end that includes all of the references you used in your responses. The reference list is required but will not count toward the allowed number of words. In addition to the reference list, you should cite sources in your text when appropriate. ------------------------------------------------- Please note that this is an individual assignment. Any discussion or collaboration regarding the assignment constitutes a violation...
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...the importance of Human Resources (HR) as a value added function, especially as we move towards a new corporate structure. If correctly aligned to the business strategy, HR is critical in ensuring the success of the transition. Under Arnold’s leadership, the focus was to operate as a “one family company”, with HR was responsible for organising expensive leadership programs and sales conferences. There is a lot more to the role of HR than what the Board understands. Let me explain – 1. Using your knowledge of HR strategy, provide a rationale for the contribution of HR to the change process in this corporate context. With the impact of globalisation and the need to remain competitive, companies have had to reassess various departmental activities to meet new organisational objectives (Lawler & Mohrman, 2003). A new strategic role for HR is one of these changes. Cabrera & Bonache (as cited in Lengnick-Hall et al., 2009) argued that Human Resource Management (HRM) practices are an essential part of a company’s corporate business strategy. Combining business strategy and people management together creates a new set of responsibilities, a bigger challenge for HRM and an increase in HR deliverables (Conner & Ulrich, 1996). Therefore, HR professionals must concentrate more on HR strategy, and move away from the traditional HR function that spends time on transactional and administrative activities (Buller & McEvoy, 2012). HR also contributes to an organization...
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...Creating a Problem Statement Kathy Kudler made a passion of gourmet cooking a reality; she began Kudler Fine Foods (KFF) in 1998. Her vision and mission is to provide customers with the finest selection of meats, cheeses, bakery items, wines, tools, and ingredients in a one-stop shopping experience with reasonable prices. However, according to the strategic plan, Kathy takes on many roles, including human resources. She interacts with the customers and staff but has not thought about future endeavors with the business growing at its current rate. KFF does not have a true human resources department that is an area that needs immediate attention. Kathy needs to think about the future of the business in the event she becomes ill and cannot fulfill her role as the owner, supervisor, product replenishment and inventory control, along with-related human resources issues. Human resources management (HRM) is the process of determining human resources needs while recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals (Nickels, McHugh, & McHugh, 2008). HRM is more than hiring and firing employees; HRM will allow KFF to succeed and grow even more competitive in the specialty food market as well as retaining the employees currently working at KFF. The employees will have the opportunity to grow professionally and personally with the HRM concept becoming a part of the organizational goal. When implementing HRM into...
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...Augusta, Georgia. Augusta Richmond County has a “population of 199,486 and a total area of 324.1 square miles” (www.georgia.gov). The assessment of their employee productivity, training, Career Development and Technology resulted in a need for multiple changes to enhance its ability to function and to maintain in today’s vastly moving and unstable economic times. Employee productivity suffered due to lack of job and salary consistency, training was non-existent government wide, very few departments provided internal departmental training, Career Development was listed in ARC’s Personnel Policy and Procedure Manual but was unfunded and Technology was not being used as a tool to help the employees but as a function to manipulate to possible perform a function. The outcome is to perform a salary study internal and external and to review job functions and correct job descriptions and streamline processes. Implement new training programs in-house with current staff, that is trained and capable of providing the training, and pay for all other training services from external services, approximately 20% of services. Commission to implement a plan to finance Career Development in the 2014 budget and to implement and strategize a plan to obtain or update one of the systems to perform all the functions required of the Human Resources and Finance/Payroll Departments. The local labor market of Augusta, Georgia is unique in itself as there are ten plus collegiate, technical opportunities...
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...Running head: Interclean Generic Benchmarking MBA 530 Interclean Generic Benchmarking University of Phoenix INTRODUCTION InterClean, Inc. is a major cleaning and sanitation Company existing in a multi-million dollar industry that continues to evolve based on the environmental safety changes. In fact, the focus has greatly changed from that most effective products but rather, it not focuses on services and solutions that will streamline the entire cleaning industry. To meet this demands, InterClean, Inc. is changing their business strategy to better serve customer needs by merging with EnviroTech, Inc. in an effort to gain market share and capitalize on the service expertise of EnviroTech’s employee base. The following will benchmark four HR strategies including training, skills assessment, organizational structure, and strategic planning all of which could be used to effectively transition to a single company whereby solution-based sales are provided. AT&T The largest provider of both local and long distance telephone services and the second largest provider of wireless services in the United States, AT&T services more than 150 million total customers nationwide (Wikipedia, 2009). However, with the recent economic slowdown hitting the tech labor market and the rejection by AT&T’s union to extend employee’s current contracts by 18 months, US employees are now at risk of losing their jobs to employees with less demand in India (AT&T, 2008). ...
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...Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small, and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart. The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). DEVELOPMENT OF THE TRADITIONAL ORGANIZATIONAL STRUCTURE Understanding the historical context from which some of today's dominant organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem...
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...University Of Texas at Dallas : BPS 6310 - MBC | Strategic Control & Organizational Design – Second Operating System | Bolting in a Hurdles Race | | | Executive Summary Every organization has a structure in place that defines the hierarchy and workflow in it. The organizational structure for a company is usually defined keeping business environment and vision in focus. The challenge arises when a company makes a transition to a new business model keeping in view the long term sustainability. The paper explains that there are primarily five major categories of organizational structures, out of which almost all the time one is adopted by a company. We cannot ignore the fact that traditional organizational structures manage the daily activities of running a company well. But with the business getting more and more dynamic, the challenge for a company lies in being flexible and innovative with these conventional structures in place. In this paper we drew inspiration from the award-winning article “Accelerate!” in Harvard Business Review, from global leadership expert John Kotter and came to the conclusion that the existing structures and processed that form the organizations - ” Operating System” need additional elements to overcome the challenges produced by mounting complexity. The solution lies in the implementing a second Operating System with a focus on continuous redefinition of strategy to keep up with market changes. The approach to have second structure...
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...11 Failing to deliver quality results 11 Organizational Opportunities 12 Political Forces - Obamacare 12 Economic Forces - Cloud Computing 13 Organizational Threats 14 Leadership Evaluation 16 Leadership Strengths 17 Innovative Thinking 17 Future-Facing 17 Managing Relationships 18 Leadership Weaknesses 19 Lack of formal higher education in executive staff 19 Weakness of Human Skills 19 Lack of Systems Thinking 20 Recommendations for Leadership Development 21 Lead with Humility (Level 5 Leadership) 21 Engage in Interactive Leadership 22 Practice Authentic Leadership 22 References 23 Organization Overview The focus of this section is to provide a description of the Software Engineering and Development (SEAD) organization at MCG, the leadership practices of the company’s CEO, and the link between the CEO’s leadership practices and the SEAD organizational culture. This department and leader were chosen for two reasons. First, the SEAD organization underwent many changes over the past 3 years due primarily to the CEO’s leadership decisions, including a complete reorganization to align to Agile methodologies, and an acquisition to Hearst. Second, political forces governing healthcare and innovations in IT management due to cloud computing, in the same timeframe, had tremendous impact to the healthcare industry as a whole, the MCG company specifically,...
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...Restructuring in the Oil and Gas Industry: Implications for HR Practitioners BY ISAH MOHAMMED ABBASS Department of Political Science, Ahmadu Bello University, Zaria, Nigeria isaabbas@yahoo.com Abstract Management of people and organizations requires some specialist attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This activity is essentially designed to reconstruct or reorganize the structure of the business activities to suit objectives, purpose as well as circumstances of the job. Oil and gas industry is a potential sector of the business environment that is more prone to constant but periodic restructuring due to its dynamics. This Paper explores the structure and work environment in some oil and gas industry in attempts to reorganize or restructure them. These attempts are highlighted with implications for organizations’ employees, stakeholders as well as the HR Practitioners. An insight into the restructuring of PTI has been buttressed as a specific example on how the modern organizational perspectives have been put in place against the orthodox method in order to bring efficiency and effectiveness in the operational activities with resource centered HR Practitioners in focus. Introduction The theme: Restructuring in the Oil and Gas Industry: Implications for HR Practitioners is an engaging...
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