...Case Study-III The Human Resource Function of Harrison Brothers Corporation Q No.1 How does McCain Veiw her role as human resource manager ? Answer: McCain views her role as a human resource manager as an overseer of processes and procedures. She feels it is her job to organize the staffing of the stores by conducting interviews and selecting the right personal for the job. McCain also feels she needs to closely monitor the employees performance to ensure the process and procedures that are in place, are properly used and every employee receives proper treatment. As a human resource manager she seems interesting in promoting the organizational performance. She said she is so much busy in defining various gaps and making planning to fill those gaps. She seems much busy in interview and selection process and also helping in training to the new staffs. She is found to be initiating for establishing the systematic disciplinary action. She is also involving in enhancing the performance by creating commission/incentives for the sales person who sales more than breakeven. By all these facts, what I found is she is doing the analysis of the previous gaps and planning and initiating the gap fulfilment strategy but has been suffering staffs and time constraints. But due to the lack of staff in HR section she have to give more time in selection process and not been able to better coordinate with other The most important task that she undertook is actually developing a human...
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...Case Studies Week One Case 1: The New Director of Human Resources Background Mount Ridge Engineering Systems is a company which sells independently produced power to an industrial plant (Nkomo, Fottler, & McAfee, 2011, p.3). Joyce Newcombe was hired as director of Human Resources (HR) and had to build the department from ground up (p 3). Mount Ridge started out very small and became successful in a short period of time (p 3). Within 3 years the company built, there were five new plants and had over 200 more employees. “Each plant is run by a plant superintendent who reports directly to the manager of plant operations and maintenance” (Nkomo, Fottler, & McAfee, 2011, p.3). Many companies are very adept at change if it is gradual (Nelson & Quick, 2013, p. 7). When companies grow fast there are things which do not function as they should. The Situation In one of the plants, Bud Johnson worked his way up to auxiliary operator (Nkomo, Fottler, & McAfee, 2011, p.5). He frequently filled in for the equipment operator and asked for a promotion to this job from his boss Braxton (5). Upon getting his annual performance review, Johnson did not receive a pay increase or promotion which angered him and he informed his boss of his irritation. The next day Johnson no called, no showed to work. Company policy may be termination after a no call, no show. He returned back to work the next day and was asked to sign a blank (per him) termination form. The organizational...
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...* CASE TITLE ZALE CORPORATION * TIME CONTEXT 1980s * SETTING Wichita Falls, Texas * VIEW POINT In 1994, Robert DiNicola, ex-CEO of macy’s, was hired, ushering in a new era of recovery for the debt plagued company. By 1998, ZALE appeared completely recovered from bankruptcy, with revenues exceeding $1.43 billion. DiNicola retired in 2002 and Mary Forte was named CEO. Ms. Forte resigned in 2006 and Betsy Burton replaced her. * HISTORICAL BACKGROUND * STATEMENT OF THE PROBLEM * STATEMENT OF OBJECTIVES * ALTERNATIVE COURSES OF ACTION (ACA) * RECOMMENDATION * PLAN OF ACTION * POTENTIAN PROBLEM * CONTINGENCY PLAN * PREVENTIVE MEASURES Zale Corporation Story From a single Zales Jewelers store in 1924, to six retail brands with approximately 1,870 stores throughout North America and online at zales.com, gordonsjewelers.com, zalesoutlet.com, peoplesjewellers.com and pagoda.com, Zale Corporation has stayed true to its original vision: Provide customers with quality merchandise at the lowest possible price. After decades of growth, we are now more passionate than ever about being the jeweler people turn to for the perfect expression of love. Historic Timeline 1920s Morris and William Zale have a vision: Provide customers with quality merchandise at the lowest possible price. The vision becomes reality with the opening of the first Zales Jewelers store in Wichita Falls, Texas, on March 29, 1924. Inventory...
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...The Big Idea hbr.org Scott D. Anthony is the managing director of Innosight Asia-Pacific and the author of The Little Black Book of Innovation (Harvard Business Review Press, 2012). The New Corporate Garage Illustration: otto steininger Where today’s most innovative—and world-changing—thinking is taking place by Scott D. Anthony Quick: List the big companies that have launched paradigm-shifting innovations in recent decades. There’s Apple—and, well, Apple. The popular perception is that most corporations are just too big and deliberate to produce game-changing inventions. We look to hungry entrepreneurs—the Gateses, Zuckerbergs, Pages, and Brins—instead. The rise of fast, nimble, and passionate venture-capital-backed entrepreneurs seems to have made slow-paced big-company innovation obsolete, or at least to have consigned it to the world of incremental advances. But Apple’s inventiveness is no anomaly; it indicates a dramatic shift in the world of innovation. The revolution spurred by venture capitalists decades ago has created the conditions in which scale enables big companies to stop shackling innovation and start unleashing it. September 2012 Harvard Business Review 45 The Big Idea The New Corporate Garage Three trends are behind this shift. First, the increasing ease and decreasing cost of innovation mean that start-ups now face the same short-term pressures that have constrained innovation at large companies; as soon as a young company gets a whiff of success...
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...Zale Corporation — 2008 Case Analysis # 4 Submitted by: Pauline Mae L. Naranjo Submitted to: Prof. Rose Lacerona 8/19/2013 About Zale Corporation Zale is multifaceted. One of North America's largest specialty jewelry retailers, Zale sells diamond, colored stone, and gold jewelry (diamond fashion rings, semi-precious stones, earrings, gold chains); watches; and gift items at some 1,125 stores and 655 kiosks, mostly in malls, throughout the US, Canada, and Puerto Rico. The firm, which targets the value-oriented customer, has a trio of large chains aimed at different jewelry markets: Gordon's Jewelers, flagship chain Zales Jewelers, and Piercing Pagoda. Zale also operates about 130 jewelry outlet stores, run more than 200 stores in Canada under the Peoples Jewellers and Mappins Jewellers names, sells online, and offers jewelry insurance. For nearly 90 years, Zale Corporation has provided extraordinary ways to say "I love you." As a leading specialty retailer in North America, the Zale family of brands provides our customers with fine jewelry, watches and gift items that offer great value at more than 1,930 locations throughout the United States, Canada and Puerto Rico, and online at www.zales.com and www.gordonsjewelers.com. With an exceptional assortment of jewelry and gifts, including diamonds and an exclusive wedding collection, our brands are famous for helping turn important milestones and celebrations into priceless, life-long memories. (http://www...
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...Contemporary Human Resource Management Summary This is a report regarding the human resource function of Harrison Brothers Company addressing the company’s CEO. In order to collect the needed information, interviews with the Human Resource, Store and Operations Manager were conducted. HR and store managers completed a questionnaire regarding their perceptions of the HR department’s responsibilities. There is a problem with high rates of turnovers and labor shortage. Issues with the employees’ training and development must also be dealt with. Recommendations for a more efficient recruitment and selection process as well as performance management and reward system are made in the report. The aspects of discipline and change management are also discussed. Finally, a new structure of the HR department and of the company in general is being proposed. TABLE OF CONTENTS Summary………………………………………………………………………………………......2 Contents…………………………………………………………………………………………...3 List of figures……………………………………………………………………………………...4 1. Labor shortage………………………………………………………………………………...5 2. Recruitment campaign………………………………………………………………………...5 3.1 Recruitment sources…………………………………………………………………….....5 3.2 Targeting a specific group through positive action………………………………………..6 3.3 Realistic job preview (RJP)…………………………………………………………….....6 3. Selection…………………………………………………………………………………….....6 4.4 The interviews……………………………………………………………………………..6 4.5 Personality and...
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...When Children See Too Much While violence is not new to the human race, it is an increasing problem in modern society. With greater access to firearms and explosives, the scope and efficiency of violent behavior has had serious consequences. We need only look at the recent school shootings and the escalating rate of youth homicides among urban adolescents to appreciate the extent of this ominous trend. While the causes of youth violence are multifaceted and include such variables as poverty, child abuse, family psychopathology, exposure to domestic and community violence, substance abuse and other psychiatric disorders, the research literature is quite compelling that a child's exposure to media violence plays an important role in the origin of violent behavior (Watson). While it is difficult to determine which children who have experienced televised violence are at greatest risk, there appears to be a strong correlation between media violence and aggressive behavior within vulnerable "at risk" segments of youth. Children spend more time in front of the television every week than they do on any other activity except sleeping (Muscari 31). Exposing children to violence can desensitize them to violence and cause them to act more aggressively. To understand human attraction to violent entertainment, it is necessary to look not only at, but beyond, the mass media. Depictions of violence, bloodshed and death are not new, and they certainly are not a product of the electronic...
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...2k3build 2k3build Financial Planning Report Private & Confidential Financial Planning Report Private & Confidential Table of Contents Current Financial Situation 2 Discovery 2 Financial Planning Goals 2 Assumptions 3 Assets assumptions 3 Liability assumptions 3 Timing to reach Goals 4 Personal questions 4 Tolerance for risk 4 Ethical issues to advise: Mr & Mrs Peters 5 Tax Computation - Frank 5 Net Worth Statements 6 Cash Flow Statement 10 Advice and recommendations 10 Retirement Planning – Lauren Crossley 10 SIPP Calculator 11 Claim back even more via your tax return 12 Investment Portfolio at a glance - Laura Darcy 13 Portfolio Analysis and recommendations 13 Educational Funding for University- Keenan Shaw 14 Estate Planning 14 Analysis of the death of the client 15 Financial Analysis 16 Appendix 16 References 18 Current Financial Situation This confidential report was created for the use of Mr & Mrs Peters use only. Each section is designed to give a comprehensive understanding of the financial circumstances and also includes forecasting for the future. The report reflects your current financial position and where you are likely to stand in the event of disability, death or retirement. There is a legal disclaimer written by our legal team contained in the Appendix (see extract 1) The goal of this wealth management plan is to make the greatest possible use of your present and expected...
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...Case Analysis Project, McDonald’s Corp, Introduction McDonald’s Corporation franchises and operates McDonald's restaurants in the United States, Europe, the Asia/Pacific, the Middle East, Africa, Canada, and Latin America. The company was founded by brothers Richard and Maurice McDonald when they opened their first restaurant in San Bernadino California in 1948. At the time, McDonald’s core business was inexpensive and fast food, burgers, fries and shakes. The present corporation dates its founding to the opening of a franchised restaurant by businessman Ray Kroc, in Des Plaines, Illinois, on April 15, 1955, the ninth McDonald's restaurant overall. Kroc later purchased the McDonald brothers' equity in the company and led its worldwide expansion, and the company became listed on the public stock markets in 1965. Today McDonald’s has grown to become is the world's largest chain of hamburger fast food restaurants, serving more than 70 million customers daily in 119 countries across the globe. As of December 31, 2013, the company operated 35,429 restaurants, including 28,691 franchised and 6,738 company-operated restaurants. It ranks 111 in Fortunes top 500 companies, with revenues of usd$28.1B at the end of calendar year 2013. Problem Statement McDonald’s problems started in the 1990s as a result of rapid global expansion at the expense of service, cleanness, and quality. Solving for cleaning up stores and improving service were short term fixes. CEO Skinner realized...
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...Sustainable Development Sust. Dev. 18, 20–31 (2010) Published online 10 March 2009 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/sd.394 Sustainable Consumption: Green Consumer Behaviour when Purchasing Products William Young1*, Kumju Hwang2, Seonaidh McDonald3 and Caroline J. Oates4 1 Sustainability Research Institute, School of Earth and Environment, University of Leeds, UK 2 Department of Business Administration, College of Business Administration, Chonnam National University, South Korea 3 Aberdeen Business School, Robert Gordon University, UK 4 Management School, University of Sheffield, UK ABSTRACT The ‘attitude–behaviour gap’ or ‘values–action gap’ is where 30% of consumers report that they are very concerned about environmental issues but they are struggling to translate this into purchases. For example, the market share for ethical foods remains at 5 per cent of sales. This paper investigates the purchasing process for green consumers in relation to consumer technology products in the UK. Data were collected from 81 self-declared green consumers through in depth interviews on recent purchases of technology products. A green consumer purchasing model and success criteria for closing the gap between green consumers’ values and their behaviour are developed. The paper concludes that incentives and single issue labels (like the current energy rating label) would help consumers concentrate their limited efforts. More fundamentally, ‘being green’...
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...Introduction The welfare of a company depends on the shoulders of the directors and the directors are also responsible for the interests of the company as well as shareholders. Directors are basically fiduciary agents and they owe duties to the company, directors' are appointed by the company's shareholders to run the company's affairs for the benefits of the shareholders. Moreover, no company can get success without having the good and honest directors, so company success can only be achieved, if the directors of the company fulfil their duties and complete enforcement of the director's duties. Therefore directors play very significant role in any corporate governance system. Director's general duties are based on the certain common law rules and equitable principles. Lord Judge Bowen explains director's duties in these beautiful words that “directors are described sometimes as agents, sometimes as trustees and sometimes as managing partners. But each of this expression is to be used not as exhaustive of their powers and responsibilities, but indicating useful points of view from which they may for the moment and for the particular purpose be considered.” The Chapter 1 of this paper is amid to critically analyze that what are the duties and responsibilities of directors under Companies Act 2006. The duties of directors alone are of no importance if they cannot be fully enforced, the chapter 2 of this piece of work relates to the system of enforcement which provides the different...
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...cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Also position them to take on the challenges of the today’s competitive business climate. Although extensive research has been conducted in the area of Human Research Management, the same cannot be said on employee training especially as it concerns developing countries. The purpose of this thesis was to evaluate the effects of training on employee performance, using the telecommunication industry in Uganda as case study. In order to understand the study aim, four goals were developed and these focused particularly on identifying the training programs’ existing in the industry, the objective of the training offered, the methods employed and finally the effects of training and development on employee performance. The study was based on three case studies of the biggest telecommunication companies operating in Uganda. A qualitative research approach of the data collection was adopted using a questionnaire comprising of 18 questions distributed to 120 respondents. Based on this sample the results obtained indicate that training have a clear effect on the performance of employees. The findings can prove useful to Human resource managers, Human resource policy decicision makers, as well as...
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...ECONOMIC GEOGRAPHY Y U K O A O YA M A J A M E S T. M U R P H Y SUSAN HANSON KEY CONCEPTS IN key concepts in economic geography The Key Concepts in Human Geography series is intended to provide a set of companion texts for the core fields of the discipline. To date, students and academics have been relatively poorly served with regards to detailed discussions of the key concepts that geographers use to think about and understand the world. Dictionary entries are usually terse and restricted in their depth of explanation. Student textbooks tend to provide broad overviews of particular topics or the philosophy of Human Geography, but rarely provide a detailed overview of particular concepts, their premises, development over time and empirical use. Research monographs most often focus on particular issues and a limited number of concepts at a very advanced level, so do not offer an expansive and accessible overview of the variety of concepts in use within a subdiscipline. The Key Concepts in Human Geography series seeks to fill this gap, providing detailed description and discussion of the concepts that are at the heart of theoretical and empirical research in contemporary Human Geography. Each book consists of an introductory chapter that outlines the major conceptual developments over time along with approximately twenty-five entries on the core concepts that constitute the theoretical toolkit of geographers working within a specific subdiscipline. Each entry provides...
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...9-407-036 REV: MARCH 26, 2007 BORIS GROYSBERG STEPHEN BALOG JENNIFER HAIMSON Recruitment of a Star Stephen Connor, director of research at the New York investment banking firm of Rubin, Stern, and Hertz (RSH), was in a bind. His star semiconductor analyst, Peter Thompson, had abruptly announced his resignation; he had received an offer from one of RSH’s competitors. But Peter was not only a star analyst, he was also RSH’s only semiconductor analyst. This was certainly not a role that could be left vacant for long and, right now, RSH particularly needed strong coverage of the semiconductor industry because of an upcoming deal with the PowerChip company. (See Exhibit 1.) Stephen examined how much money Peter generated for the firm and saw that he could legitimately raise Peter’s compensation. Then he devised a backup plan: to split Peter’s team by encouraging Peter’s junior analyst, Rina Shea, to stay at RSH. Peter ended up leaving the firm and Stephen promoted Rina to senior analyst, assigning her to cover PowerChip and the rest of the semiconductor industry, at least temporarily, while he decided whether to offer her the position permanently or hire someone from outside the firm. Now Stephen faced the task of finding a permanent replacement for Peter. Should he make Rina a permanent offer or hire from outside? RSH Research Department RSH’s corporate culture was especially strong in its research division. Senior research analysts often began as junior analysts and remained at...
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...9-407-036 REV: MARCH 26, 2007 BORIS GROYSBERG STEPHEN BALOG JENNIFER HAIMSON Recruitment of a Star Stephen Connor, director of research at the New York investment banking firm of Rubin, Stern, and Hertz (RSH), was in a bind. His star semiconductor analyst, Peter Thompson, had abruptly announced his resignation; he had received an offer from one of RSH’s competitors. But Peter was not only a star analyst, he was also RSH’s only semiconductor analyst. This was certainly not a role that could be left vacant for long and, right now, RSH particularly needed strong coverage of the semiconductor industry because of an upcoming deal with the PowerChip company. (See Exhibit 1.) Stephen examined how much money Peter generated for the firm and saw that he could legitimately raise Peter’s compensation. Then he devised a backup plan: to split Peter’s team by encouraging Peter’s junior analyst, Rina Shea, to stay at RSH. Peter ended up leaving the firm and Stephen promoted Rina to senior analyst, assigning her to cover PowerChip and the rest of the semiconductor industry, at least temporarily, while he decided whether to offer her the position permanently or hire someone from outside the firm. Now Stephen faced the task of finding a permanent replacement for Peter. Should he make Rina a permanent offer or hire from outside? RSH Research Department RSH’s corporate culture was especially strong in its research division. Senior research analysts often began as junior...
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