...Question 1 The case is about reorganizing human resource functions/devising a new human resource organization. Why do then the authors of the case discuss at length Sonoco’s history, culture and especially packaging industry. In reorganizing human resource functions, it is important to understand Sonoco’s history, culture and its packaging industry. Sonoco needs to analyze the company internally, including the aspect of mission, culture, human resource (HR), structure and processes prior to the planning and implementing process that related to reorganization. In the case study, the author has discussed the history and culture of Sonoco and the background of packaging industry in order to gain some ideas or information for the reorganization process. By analyzing and viewing the history and culture of Sonoco as a whole, the organization’s problems can be diagnosed and a new strategy of developing new human resource organization structure can be developed and implemented. As what have been said by Cindy Hartley, the senior vice president of HR at Sonoco, they had to decide what things that were remain the same across the company and what things needed to be changed while devising the new HR organization. Reviewing back to the history of Sonoco, it helps us to have a better understanding on what Sonoco has done in the past 100-year, whether it is right or wrong, maybe. So it could assist to learn from the past mistakes, avoid the same mistakes in the future and keep those good...
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...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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...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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...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. A centralized system and a smaller decentralized system surrounding this entity will simply co-exist without any governance. As a result, problems will occur. The hybrid blend of a decentralized...
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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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...STRATEGIC HUMAN RESOURCE MANAGEMENT MANAGEMENT 5340 Fall 2011 EXECUTIVE MASTER OF BUSINESS ADMINISTRATION (EMBA) Shanghai Modern human resource management may be viewed as a process of acquisition, development, utilization, and maintenance of a human resource mix (people and positions) to achieve strategic 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...
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...+919820306565 Required text book : Human Resource Management: Text and Cases 7th Edition – K. Aswathappa Additional / Suggested Readings : 1. Human Resource Management – 12th Edition – Gary Dessler & Biju Varkkey 2. Strategic Human Resource Management: A Resource Driven Perspective 1st Edition – Pulak Das Course Objectives: • Developing an awareness and appreciation of the role of contribution of HRM in organizations • Understanding significance of various HRM activities such as Manpower Planning, Selection, Recruitment, Performance Evaluation, Learning and Development, Compensation & Benefits at the functional, operational and strategic levels of the organization • Analyzing the effectiveness of human resource policy and functions within the organization • Understanding the challenges of managing a global workforce to ensure engagement for high performance. Pedagogy: The teaching / learning methodology for the course is based on discussion of readings and cases supported with Role plays and Lectures through ppt. Session wise details: Session Coverage Case Studies Required Pre-Reading 1 Importance, scope and challenges of HRM in organizations (98204) Why doesn’t this HR Department get any respect? – Robert Galford Section 1: Chapter 1 – 3 - K. Aswathappa HBR Articles: (98111) 1. A new mandate for Human Resources – Dave Ulrich 2 Human Resource Planning Class Discussion and Lecture ...
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...Case Study: Wal-Mart Stores “Every Day Low Prices” In China Webster University INTB 5000 1 Webster University 2 Wal-Mart Stores “Every Day Low Prices” In China FACTS: First opened in Shenzhen on August 12, 1996 As of December 2007 94 stores in 51 cities Employs 43,000+ associates Serves around 5 million customers per week Transition from rural US to metro/urban in China Competitive analysis a core value of the company Shopping 1,500 items and price matching them through “Special Buy” Analysis Major pressure from the Chinese regional governments to centralize in high growth regions About-face by Chinese govt. on Shanghai is of interest Has major implications on Wal-Mart’s ability to provide infrastructure for stores Supply Chain Challenges Abound Tier 1 cities include Beijing – Tianjin, Shanghai, Guangzhou Tier 2 cities include Chengdu, Nanjing, Chongqing, & Wuhan Tier 3 cities include Changzho, Jinhua, Mianyang Webster University 3 Wal-Mart Stores “Every Day Low Prices” In China 7,058 Units 1.9 Million Associates 23 offices sourcing from 70 countries UK 340 Units Canada 292 Units Japan 393 Units US 4,103 Units Mexico 943 Units Central America 433 Units China 86 Units Trust-Mart 101 Units India JV –Aug 2007 Puerto Rico 54 Units Brazil 297 Units Argentina 16 Units Webster University 4 Wal-Mart Stores “Every Day Low Prices” In China Webster University 5 Wal-Mart Stores “Every Day...
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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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...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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... | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing Strategies | | |Human Resource Concerns When Implementing Strategies | CHAPTER OBJECTIVES After studying this chapter, you should be able to do the following: ...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm Integrating leadership development and succession planning best practices Kevin S. Groves College of Business and Economics, California State University, Los Angeles, California, USA Abstract Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers. The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizations. Design/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi-structured interviews to describe the content and delivery of their respective organizations’ leadership development and succession planning practices. Findings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization’s mentor network, identifying and codifying high potential employees, developing high potentials via project-based learning experiences and manager-facilitated workshops, establishing a flexible...
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...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 production to Flextronics, a large Singaporean electronics manufacturing services (EMS) provider. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production, besides closing down major parts of the production in high-cost countries. Confident with the prospects of the new partnership, the company signed a long-term...
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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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...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 Zealand, Greater China, Europe, Japan, Latin America, Middle East, North America, Southern Africa, and South East Asia. Supply Chain Council’s website contains additional information on the SCOR model, SCC membership, and other resources. www.supply-chain.org Join Supply Chain Council SCC’s frameworks, network, benchmarking, research, and training help your management team analyze...
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