...Sergio Palacios Prof B. MGMT3733: Managing Human Resources February 16, 2013 Week One Written Cases Case: Right Management Consultants Succeeds by Managing Change Question 1: What are the challenges faced by Right when the downsizing effort no longer is a popular human resource strategy? One of the main challenges that the Right company will have to face when downsizing effort is no longer a popular human resource strategy is quite simply finding a new strategy that will work. In finding a new strategy one must take the strategic approach to HRM. In the strategic approach to HRM there are six key elements that are essential for HR managers to consider: - recognize the impact of the outside environment - recognize the impact of competition and the dynamics of the labor market - has a long range focus - focuses on the issue of choice and decision making - considers all personnel - is integrated with overall corporate strategy and functional strategies Taking these elements into consideration when formulating a new company strategy takes a lot of work and a lot of time, which will be a challenge. Another challenge to consider when downsizing is no longer an option is bringing talent and innovation to the company. Human Resources’ main goal may have been to get employees to as low a number as possible, but bringing in talented and innovative workers can really bring a company’s freefall to a halt. Apple is an excellent example as...
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...Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure hierarchical. The next three images of managing, image of change coach, interpreter, and a nurture, which fall under the category management as shaping. Which has a recent origins...
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...Organizational Change Dr. Erick Aguilar March, 26 2012 Green Mountain Resort Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure hierarchical. The next three images of managing, image of change coach, interpreter...
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...e 5 elements of an effective team 2010 October 17 by Tim Riley | | | 0 inShare | | I recently went on a leadership course and one of the key focuses of the course was creating effective teams. The facilitator recommended a book called “The Five Dysfunctions of a Team” by Patrick Lencioni. Lencioni’s central theory is that there are 5 key elements to a cohesive team. In order of importance they are: 1. Trust – they trust one another 2. Healthy conflict – they engage in unfiltered conflict around ideas. 3. Commitment – they commit to decisions and plans of action. 4. Accountability – they hold one another accountable for delivering against those plans 5. Results focus - they focus on the achievement of collective results Trust is the foundation element because it is only with trust that team conflict can be possible. Teams become dysfunctional when they are unable to productively deal with conflict and all meaningful relationships require productive conflict for them to grow. When teams engage in productive conflict they can confidently commit to decisions. This is where real commitment to team goals happens. Without team commitment you cannot have accountability. If the team is to be accountable, everyone must have a clear understanding of what is expected of them. When teams are not held accountable they tend to look out for their own interests, rather than the interests of the team. A healthy team places team results as the most important goal of all....
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...International Conference on Technology and Business Management March 28-30, 2011 Conceptual Framework for E-CRM Project Deployment in Indian Banks Ashwini Atul Renavikar ashvinirenavikar@yahoo.co.in University of Pune Sharad L Joshi sharadljoshi@gmail.com Marathwada Mitra Mandal Institute of Mgt Education, Res and Training, Pune A survey of Database Group (2006) has revealed that approximately 65% of the financial institutions have failed in getting expected benefits from huge investments in CRM technology. Another finding of the study conducted by I-L Wu and K-W Wu (2005) approximately 60% of the web-based CRM software (e-CRM) installations are failures. With these findings at the background the researchers have attempted to study the aspect of e-CRM deployment in 11 Indian banks (34 branches) with specific reference to banks in Pune and Mumbai. The study has been conducted in a sectoral comparison of public, private and cooperative banks. The study has contributed to the body of knowledge by suggesting a conceptual framework – PCM-PPT framework which is a result of quantitative and qualitative analysis of responses by bankers and e-CRM consultants. Keywords: e-CRM, Relationship Marketing, McCall’s Quality Factors 1. Introduction Customer relationship management (CRM) is that part of an enterprise’s business strategy that enables the entire enterprise to understand, anticipate and manage the needs of any current and potential customers. CRM is not an event or a technology...
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...Leading Change, Transition & Transformation A Guide for University Staff 1 Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through...
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...IMAGES OF CHANGE ANALYSIS Wayne Golding HR587 – Managing Organizational Change Keller Graduate School of Management Summer B 2011 Session Professor Elizabeth Lugo-Martinez Date Submitted: 9/18/2011 Introduction Last year, with the stroke of a pen, President Obama annulled the ‘don’t ask, don’t tell’ law, which prohibited gays and lesbians from serving openly in the military. But there’s been a catch: the ban didn’t take effect immediately. The military leadership and the president must first certify that the change will not hurt troop readiness before it will take effect. While Obama promised to move “swiftly end efficiently,” the military has continued to enforce the ‘don’t ask’ policy during the ramp up period. (Koppel, 2011) The military operates with management as control. This has been a dominant image historically. It is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine: It is up to managers to drive the machine in specific directions, people are told what their roles will be and departments and business units are allocated resources (inputs) so that the machine can perform efficiently and produce the necessary products or services in which it is engaged (outputs). (Palmer, 2008) In this case it is the Commander and Chief of the Armed Forces achieves the intentional change through a combination of Power-coercive and Normative–re-educative strategies...
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...[pic] Specialist Diploma in Construction Management CM 107 Management & Organization Group Written Assignment Lecturer Name: Dr. Michael Fong Students Name: Submission Date: 21st October 2008 [pic] Executive Summary [pic] Sustainability as a term or phenomenon has been receiving increased attention all around us. There seem to be a high focus on sustainability, sustainable development and sustainable work systems. Within the context of work organization and organizational behavior, sustainability refers to the continuous development of individuals, teams and organizations. Sustainable work systems relates to the understanding, designing and development of the basic elements that form culture and organization culture, what influences it, and how work systems are influenced by it. Through this assignment, an attempt has been made to study how organization structure, culture and leadership play a critical role when it comes to individual, group and organization’s sustainable effectiveness. The most appropriate structure for an organization depends on its context in terms of goals, environment, technology, size and culture. And the culture of an organization is like air; it is everywhere we look, and it touches everything that goes on in organizations. Organization culture is both the cause and an effect of organization behavior. A strong culture powerfully shape an organization’s long term success. The culture of an organization is...
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...HRM Project on Pakistan Tobacco Company (PTC) We are providing Projects for your business growth and to meet new challenges. Here are some projects prepared by our team of "Developing New Projects" for the Guarantee of your business growth British American Tobacco: British American Tobacco is the world’s most international tobacco company with an impressive market position in Latin America and a robust position in all the other regions including America pacific, Asia-Pacific, Europe and Africa and Middle East (AME).for 100 years, British American Tobacco has been building an international reputation for producing high quality tobacco products to meet the diverse preferences of consumers. Leading edge manufacturing BAT focuses on quality and excellent distribution capabilities enabling consistently to deliver premium products in 180 markets. Vision: “To achieve leadership of the global tobacco industry in both a quantitative and qualitative sense.” BAT has 15% of the global market and is the second largest international tobacco company and the market leader outside the US. For BAT leadership is about being recognized as a high quality business with excellent people and products and being seen as a benchmark company. Business focus: BAT has clear priorities for investment: 1. Market leadership or premium position: Focus on markets where it can retain or achieve portfolio leadership and build premium positions such as Middle East, Japan, South Korea...
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...dollars. Production is divided among three plants: plastic beverages containers located in Albany, Georgia; custom plastics parts located in Pontiac, Michigan; and plastic fan parts located in Hang Zhou, China. Research and development is handled in San Jose, California. Riordan’s major customers are automotive parts manufactures, aircraft manufacturers, beverage bottlers, appliance manufacturers, and the Department of Defense. Recently, Michael Riordan, President and Chief Executive Officer (CEO) made strategic changes in their manufacturing and marketing of their products. Their declining sales and profits over the last couple of years has driven the company to adopt a customer-relationship management (CRM) system, The sales strategy has gone from a single salesperson approach to customers being serviced by a sales team, which includes a sales person, product engineering specialist and a customer representative. Since the implementation of the strategic changes, Riordan has experienced a decline in employee...
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... 2 | Study Contents Letter from the authors Executive summary 1. At a glance: Turbulent times, here to stay? 2. Taking the first steps towards commercial excellence 3. Sales excellence: Still a worthwhile investment 4. The nuts and bolts of customer excellence a) The importance of customer relationship management (CRM) b) Towards a customer-centric approach c) The promotional mix as a stepping-stone to customer excellence 5. New business models: Making the necessary changes 6. Mapping out the road to commercial excellence 7. Sources 8. Who to contact about commercial excellence 3 4 6 10 14 18 19 22 26 30 38 41 42 3 | Commercial excellence in the pharmaceutical industry Letter from the authors For a while now, pharmaceutical companies have been faced with a multitude of difficult challenges. Financial pressures, regulatory changes and increasingly active stakeholders have put the industry’s sales growth and profitability to an ongoing and demanding test. In the past, many companies reacted to these obstacles by simply restructuring and downsizing their sales forces. Yet many onlookers now consider this approach to be outdated. If companies want to succeed – and generate results that will satisfy their shareholders – they must look further and focus on a whole new approach: commercial excellence. This study paints a landscape of the key commercial trends across the industry and gives a detailed insight into commercial excellence. This report follows on from the...
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...[pic] Program Management Office Stakeholder Management Approach and Plan About this document Purpose This document details the process of identifying and managing stakeholders. Definitions, templates and worked examples are all provided. Summary of Changes |Version |Date |Summary of Changes/Comments | |0.2 |2 Dec 04 |Initial Draft provided to Richard Priestly for comment. | |0.3 |6 Dec. 04 |Updated version with comments from Richard. | |0.4 |7 Dec. 04 |Updated version with comments from Susan. | |1.0 |10 Dec 04 |Updated with comments from Michael and released for approval. | Table 1: Version History Author David Worthington, PMO Consultant Introduction Stakeholder identification and management is a key skill for all project managers, program managers and executives (collectively called project manager for the purpose of this paper). Stakeholders are individuals who represent specific interest groups served by the outcomes and performance of a project or program. Project managers are accountable for the end-to-end management of their projects, including performance and expectation management of individuals who may be outside their direct control. Project managers...
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...Running head: PROBLEM SOLUTION: RIORDAN Problem Solution: Riordan Problem Solution: Riordan Riordan Manufacturing is a multinational corporation led by a competent and dedicated senior management team. Riordan has experienced success with an operation opened in China in the past year and has made a decision to expand by adding a second production site. This new venture presents cross-cultural challenges Riordan has not before faced. Riordan must solve its problem so it can realize its goal of offering more components around the globe. To do this, a nine-step problem-solving model will be applied starting with identifying of issues and opportunities and ending with the optimal solution, implementation of the solution, and an evaluation of the results. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing has an existing facility in China that has been so successful in the past year, the Chief Executive Officer, Dr. Michael Riordan, has decided to look at the potential of expanding the facility to supply additional components globally. The key players represent a wealth of experience in the chemical and plastics industry, international operations, and working within the China province of Hangzhou. However, the management team has less knowledge of cross-cultural issues that could affect the production and delivery schedules for the new facility (University of Phoenix, 2011). Riordan has not considered the differences in cultural values in...
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...Challenges of Human Resource Management in Borderless world AUTHORS Parag A. Narkhede Lecturer Dr. Seema P. Joshi Reader & Head Department of Management Studies North Maharashtra University, Jalgaon (MS) India Office: P.O. Box No. 80, Umavinagar, Jalgaon 425001 Tel: 0257-2258415 (Direct), 0257-2258428 to 38 ext- 461,462 Fax: 0257-2239345, 2258403 Mobile: 09422778876, 9890002496 E-mail - paragnarkhede@yahoo.com, manonya_jal@dataone.in Challenges of Human Resource Management in Borderless world Abstract The responsibilities of HR manager have gradually become broader and more strategic since the organisation realised the importance of HR. The Globalisation put together the world as a Global village. The concept of global village resulted in exchange of cultures across the globe as a single country, producing the components in one country, assembling the products in second country, market the product in the third country, the banks in the fourth country to finance the operations, insurance companies in the fifth country to provide insurance facilities, all the countries provide human resources and so on so forth. Thus, the global businesses employ the people from various countries and manage the people of multi-cultures and multi-skills. Issues coming on the radar of an HR Manager today are diverse; from micro level issues where an individual employee needs hand holding to the macro issues pertaining to a global workforce and virtual teams. HR managers are expected...
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...homogeneous sectors in various business clearly indicate huge requirement of proper management of mass human capital with special respect to young and frontline manpower. Effective human resource management in this challenging environment requires professionals with competencies in a variety of specialized areas and functions, who will work together in partnership with line management to develop, implement and monitor human resources strategies, policies and programs. HR Zone is basically a “One Stop Shop” for especially Professional Training & Development and all of your HR related enquiries with ample information on HR articles, definitions, updates regarding policies changes and other services that HR Zone offers. However, the HR Zone is to provide all Corporate and HR professionals with up to date practical information, training resources, advice, reports, assignments, HR glossary guidelines and tools that can be used when dealing with day-to-day issues of Human Resource Management. In fact, it is really easy to gather all the right information at the right time and right format. HR Consultancy Firm: HR consulting firms are available around the world and are designed to meet several needs unique to human resource services. Human Resource (HR) consulting is typically divided into several primary areas: system implementation, recruitment, business process evaluation, and compensation management. HR consulting firms are typically used by large organizations that have a dedicated...
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