...Unit 2 Case Analysis: Infosys: strategic human resource management GB520 Strategic Human Resource Management Kimberly Moreland Background Infosys was the brain child of Narayana Murthy who believed that “every human being needs incentives to move forward, whether in the form of money, recognition, or fame” (DeLong, 2006). He and his partners believed that if they treated their employees, customers, and suppliers fairly and ethically, they were sure to be a successful business. To that end, the company recruited employees from competing firms with offers of perks that were not available at their current employers. They also tapped recent college graduates to join the company again promising them benefits that exceeded what they could find elsewhere. The founding partners of Infosys were so focused on making the business successful that they failed to develop a clear strategic plan that specifically addressed the issues and problems they would face in the early days of starting the company . Therefore, as the company grew, there was no framework to adjust and modify to meet the needs of the company and the employees. Human Resource Management was a specific area in which the management of Infosys was short sighted. The great rewards they promised to new recruits were not always financially or practically available for those employees to enjoy in the early years of the company. As a result of the poor strategically planning at the inception...
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...Esaam Quazi December 16, 2014 Strategic Human Resources Management GB520-01N Wal-Mart Case Study Contents Introduction 3 Background 3 Summary 3 Exploring Answers 4 The Secret Formula 4 The Issues 5 Recommendations 7 Conclusion 7 Introduction The purpose of this analysis is to examine domestic Human Resource strategies in contrast to International Human Resource strategies. One goal of globalization is to be able to do business across borders without stress. Similarly, as companies grow customer bases, it is important to have strategic business units in areas local to the customer base. It is what is required to successfully build a successful global presence. This analysis will attempt to highlight potential issues faced by Walmart when they opened up for business in China in 1996. This analysis will also provide a set of recommendations that may have helped to avert the issues that Wal-Mart faced. Background Wal-Mart Stores, Inc. started when Sam Walton set out on an ambitious mission to have a store with the lowest prices anytime, anywhere. In 1962 Sam Walton opened the very first Wal-Mart in Rogers, Arkansas. By 1967, they owned 24 stores and continued to rapid expanding. In 1983, they added to their portfolio by starting a wholesale/bulk retailer called “Sam’s Club” and by 1988, they started a hybrid of general merchandise stores and supermarkets and aptly called them “Super Centers.” In 1990 Wal-Mart became USA’s number-one retailer. In...
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...A brief analysis of the situation and pending decision problem, as presented in the case Sam Walton opened his first Wal-Mart store in 1962 in Rogers, Arkansas. He believed in the action of selling quality goods for low prices. Kmart and Target also started their operations around that time. Walton took advantage of the opportunity and established a discount retail company. Soon after opening his first store, he expanded into the south where not many other retailers would go. Walton strived to have a retail store that others would seek after for their continuing low prices. Just five years after opening the first Wal-Mart, Walton decided to expand quickly and strategically so that he could edge out his competition. In 1970s, the retail industry became extremely competitive, but in addition, the economy became weak because of inflation. Sears was the leading retailer in the nation during the 1970s, however, the recession of that time and inflation affected Sears negatively. While Sears appealed to the masses, Wal-Mart was able to keep its overhead low and continued to offer even lower prices. Wal-Mart has continued to only grow during their long tenure as a major retailer. Wal-Mart has proven to have a strong business strategy and is still the biggest retailer in the world. It has the highest gross profits of any company and the highest net profits. Wal-Mart has also topped the Fortune 500 4 times. Identification of the major issues surrounding the organization or individuals...
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...GB520 Unit 1 DQ Watch the Newsweek Video: http://kucourses.com/ec/media/store/trujillo/trujillo_18.wmv “Sol Trujillo, Chairman and CEO of Telstra.” Script from video: The primary issue is that people want to be challenged. People want to be challenged, at least initially, in terms of their assignments. They also want to be continuously challenged. If I have great success, I want to keep moving and I want more, which is always a good thing. I mean, I'm a free-market person. I'm a dyed-in-the-wool, free-market person, and if employees can deliver results and they can help change the game, I think that is a big achievement for young people. This helps them meet their desires to be challenged in a work environment. There is one more dimension, and that is, in today's workplace, young people come out and they want to do meaningful work. It is about creating companies where you eliminate wasted time, and you eliminate things that do not add value so that people really do spend their time doing things that they feel are valued in the market, valued by them personally, and also valued by your shareholders. You are required to watch the video and take notes. You will post your response to the following question, and then participate with the instructor and your classmates to share insights and opinions. If you need to read what is being said in the video, click here. GB520 Unit 1 DQ Why does senior management often fail to realize the value of human assets versus other organizational...
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...Unit 2: Case Analysis Infosys GB520 Strategic Human Resource Management July 25, 2010 Infosys: The large small company The brainchild of Narayana Murthy, Infosys is an IT and software company with its base in Bangalore. The company was built around the concept of creating the products in India, with low production costs, and would be used for projects which international Infosys branches will handle. Infosys pioneered this concept using Global Delivery Model. At the heart of this company, was Murthy’s belief in people. What made this company truly stand out was its remarkable human aspect. During its rocky beginning stages, at the point where sell out seemed the only option, Murthy held onto the belief that with the right confidence and will, the company will succeed. The company did succeed and continued its belief that people, not objects nor environment alone, create things and success, through its strong Human Resources. In fact until 2003, the company was listed amongst the “Best Employer” or “Employer of Choice”. The approach of the company was three-fold: “There are three ways in which we add value to the employee: learning value-add through training, emotional value-add through the work environment, and financial-add through compensation and benefits.” (Delong, 2006) Transition into a small large company: Maintaining a strong human resource department and creating the best environment for employees is a challenge when the company is small. A growing...
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...Team Research Project Human Resource Management Prepared for Professor Steven Cates GB520 Strategic Human Resources Management Prepared by Team E: Brenda Thompson Tiffany Weston Andrew Zimmerman June 12, 2012 Walgreens is the largest pharmacy chain in the continental United States. The company is made up of over 8,000+ store locations, and is still growing. With a workforce of around 176,000 people spreading from the store level, to distribution centers, to corporate headquarters, Walgreens is a fairly significant presence. Because of the growth and vastness of Walgreens, a fairly significant and active human resource presence is needed to keep things running smoothly and that typically is handled by the store manager and fielded upwards in the chain as it becomes more complex. A Walgreens Store manager is typically in charge of all aspects of successfully running a profitable business. Those responsibilities include all of the obvious aspects duties such as maintaining and replenishing inventory and merchandising for profit and simultaneously provide excellent...
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...Unit 4 – Peel Memorial Hospital Case Study GB520 Strategic Human Resources Management Professor Andrew Klein May 28, 2013 Introduction Before the 1990s, government funding allowed Canadian health care facilities to provide excellent service and quality. Increasing health care costs changed government funding, requiring providers to be held accountable for more of the financially responsibility in the early 1990s. During the mid-1990s, hospitals and regional health authorities across Canada were under siege from funding restraints, mergers and forced closures. The healthcare industry focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision during this time frame. To evolve and to survive, Peel Memorial Hospital implemented the Balanced Scorecard performance management system and that is the focus of this case study. The value of and the benefits to be gained when best practices are successfully used from the corporate sector are also highlighted. History and Issues Peel Memorial Hospital in Brampton, Ontario lacked significant targets and tired Mission Statement that tried to be all things to all people (Harber, 1998). Internal surveys revealed that employees were unclear on the organization’s strategic direction and the linkage of various programs and initiatives undertaken. In 1994, Peel Memorial Hospital took on a comprehensive continuous quality improvement training program and was followed by a lot of improvement...
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...Unit 1 Case Analysis: Apple Inc. GB520 Strategic Human Resource Management Chola Kelly Oct 30, 2012 Introduction For the past 30 years, Apple Inc. has been successful with their products. In 2007, Apple sales were $24 Billion range and had a 24 percent increase from the 2006 sales. Steve Jobs and Steve Wozniak started Apple Computer in a car garage in Los Altos, California on April 1, 1976. They sold 200 computers in a short period of time and decided to take on a third member in order to take the Apple to the next level. A.C Markkula Jr. a retired millionaire from Intel joined Steve Jobs and Steve Wozniak and launched a product, a simple computer that can be used straight of the box and called it Apple II. They sold more than 100,000 and increased they annual sales to $1billion in less than three years and became the new leader in PC industry by the end of 1980 (Yoffie& Slind, 2008). In 1981, Apple’s revenues was growing but their market shares was dropping when IBM enter the PC industry. By 1982, Apple market shares dropped to 6.2% and during this time Steve Jobs had left Apple and John Sculley was hired. John Sculley was able to raise Apple’ market share from 6.2 percent to 8 percent in three years. When Apple decided to sale their Macs for more than $8,000 in order to stay above their competitors such as IBM their sale strategy back fired with IBM lowered their computer prices, which made Apple’s computers overprices...
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...Heidrick & Struggles Case Study Analysis GB520-Strategic Human Resources Management Unit 3 Introduction “Staffing the process of recruiting applicants and selecting prospective employees remains a key strategic area for human resource management” (Mello, 2011). Strategic recruitment is vital for any company for meeting their goals and mission. Strategic recruitment is part of the strategies human resource plan; the company must know what the company needs and fill those needs. The decisions made directly impacts the success of the company. The following analysis of Heidrick & Struggles Inc. will show what problems they faced as demographics changed along with technology. The job market is very competitive and acquiring and retaining quality talent is essential to a company’s success. Poor decisions can have negative affects with high turnover that impacts employee morale and a company can lose its competitive edge (Richardson). Heidrick & Struggles an executive search firm was established in 1953 by Garner Heidrick and John Struggle. As the company grew by 1957 were serving clients all over the U.S. and in 1968 they went international opening an office in London. By 1980 they had 11 offices located the U.S. and Europe. Heidrick’s search consultants did not see the company as a global firm; it was more of a franchise. They had no specialization and were considered generalists. They had never met as a single group and had only 2 female consultants. In 1999...
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...Case Study: Treadway Tire Company 1 Case Study: Treadway Tire Company Case Study: Treadway Tire Company S. LaDuew GB520: Strategic Human Resource Management Case Study: Treadway Tire Company 2 Treadway Tire Company When Ashley Wall had just finished attending a meeting at work, the plant manager Brandon Bellingham stated “we have a serious problem” (Skinner & Beckham, 2008, p.1). Wall had just presented the figures for the plants projected turnover rates for foremen the year ending in 2007. Bellingham was not happy because they had 50 foremen at their Lima Plant and in 2007 23 of those positions were turned over. When the Treadway plant closed in Greenville, South Carolina in 2006 Ashley Wall was transferred to the plant in Lima where her position was going to be the Director of Human Resources, since she already had over 10 years of work experience in the Human Resource department with Treadway Company. Wall had decided to make it her top priority to do what she could to reduce the foremen turnover rate at the Lima Plant since it had the highest foremen turnover rate out of all of the other Treadway plants in their division. Wall planned...
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...Kaplan University Graduate School of Business and Management GB520 Strategic Human Resources Wal-mart Stores: “Everyday Low Prices” in China Prepared by Keith Flores May 25, 2010 Professor Dr. Rebecca Herman Summary of the Case The Arkansas based company Wal-Mart had been attempting to gain a foothold in China since 1996 and has encountered a variety of problems in doing so. Initially, the company was hindered by Chinese business regulations which were saturated with layers of bureaucracy and forced the US retailer to go slowly. Meanwhile, its chief competitors were bending the rules to their advantage and making greater progress in establishing a secure foothold in the world’s largest consumer market. Wal-Mart was faced with logistical difficulties, regulatory hurdles, and an apparent need to adjust their business model to better fit the Chinese consumer culture. The result was a very challenging business environment that would put the retailer’s business model to the test. Major Issues One major issue that Wal-Mart faced was that of molding their domestic business model to fit the Chinese consumer culture. In the United States, Wal-Mart had seen great success by targeting smaller communities that were underserved by their chief competitors K-Mart and Woolworths. The basic format involved building a store in a rural location and then driving out competitors by making it impossible to compete with the retail giant’s exceedingly low prices. Once they had...
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...Gwendolyn Elders August 12, 2014 GB520-03N Unit 1 Apple Inc. Page 3 Apple Inc., 2008 Thesis statement Strategic management and what it will provide for the organization, the economy and the stakeholders using ethical stewardship for the benefit of contributing greater organization success according to (Mello, 2015). What is strategic management and why is it critical to the success of an organization in meeting its goals and mission? SHRM is a great example of the acronym for Strategic human resource management. HRP is the “critical” success because of an effective system of policies that align themselves with Apples values, goals and mission according to (Mello, 2015). In all cases, the ethical values of the company will define the maximum wealth creation for the framework of transformation leaders. Transformation to achieve and establish “environments” that are satisfying to the human capital of the company according to (Mello, 2015 p. 33). Introduction Apple computer is a great example of how a company was organized and develops, from entrepreneur that experiences a college education. Their college education led to a success in the computer business according to (Yoffie, Slind, 2008). The student was young in age and experiencing a typical company, based on what typical student browse, when they have nothing else to do. The young “college dropouts founded Apple Computer on April Fool’s Day...
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...Case Study: The Strategic Management of Apple Inc. GB520 Strategic Human Resources Management Professor Andrew Klein May 7, 2013 Strategic Management “Strategic management refers to the art of planning your business at the highest possible level” (What is strategic, 2011). A great example of strategic management is the story of Apple, Inc., formally known as Apple Computers. This story is innovative, includes traditional business strategies, an amazing record in leading change and unplanned successes. Steve Jobs, one of Apple’s founders, made the companies mission to be, “to bring an easy-to-use computer to the market” (Yoffie, 2008). When Apple went public in late 1980 the company immediately took on a new objective – to make the stockholders money. The company had several entrusted members that had different managerial strategies that were used to accomplish the objectives. Since the company was founded it has maintained a strategy of continuous innovation in product and application development. In the beginning Apple’s products were easy to use, revolutionary and profitable; however they struggled due to the lack of alliances with other industries. In the early 90’s Apple began reaching out to other industries to establish alliances and that proved to be a strategic move in order to ensure Apple achieved the company’s original mission as well as meet the stockholders demand of making money. Apple’s Leadership Steve Jobs along side of Steve Wozniak founded...
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...Trecian Brown GB520: Strategic Human Resource Management Professor Susan Pettine Kaplan University Apple Inc. Case Study 2008 Apple Inc. Case Analysis Introduction The 2008 Harvard Business Case Study on Apple Inc, describes the illustrious company which is fast becoming the wealthiest company ever with a net worth of $500 billion dollars. It illustrates how the company has had some issues, but still find a way to yet sustain its’ name and position over the years. The status of the company was examined in detail by the article which revealed a number of strategic moves under the leadership of several CEO’s in marketing, the PC industry and the consumer electronics industry. This paper offers an analysis of how I view Apple Inc. using the Strategic Management Process. Therefore, the latter part will offer recommendations of some difficulties Apple Inc. faced as it made successful changes (Slind & Yoffie, 2008). Synopsis (Background) of the Situation April 1, 1976 Steve Jobs and Steve Wozniak cofounded Apple Computer in Los Angeles, California from Jobs garage; they built a computer circuit board and named it Apple I. In just a few months they sold 200, in less than three years Apple had annual sales of $1billion which quickly propelled them an industry leader. Apple was thriving to a degree that seemed to be beyond the capacity of Apple computer. Although Mac sales surged in recent years, Apple’s share...
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...APPLE, Inc. CASE STUDY WHATIS STRATEGIC MANAGEMENT AND WHY IS IT CRITICAL TO THE SUCCESS OF AN ORGANIZATION IN MEETING ITS GOALS AND MISSION? Regiane Velez Kaplan University GB520: Strategic Human Resources Management APPLE, Inc. What is Strategic Management, and why is it critical to the success of an organization in meeting its goals and mission? What is Strategic Management? The concept of "strategy" is based in a war scenario, the constant fights and battles over the centuries have caused the military to start thinking before you act- the battles are analyzed and planned in advance. In General Sun Tzu’s words: “The general who wins a battle makes many calculations in his temple ere the battle is fought.” When translating it to today’s Strategic Management’s words, it means: “Those companies and individuals who win in the business world make much calculation, planning and deliberations on their strategy and plans. Those who plan less have lower chance of success, much less those who don’t plan anything at all.” (Soo, 2011). Developing a Strategic Planning increases the likelihood that in the future, the organization will be in the right place at the right time. Strategic Management collects all activities and processes utilized by an organization in order to align resources and actions with mission, vision and strategy throughout the organization. When applied correctly, strategic management activities...
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