Explain and evaluate the relationship between HRM theory and practice; Evaluate alternative approaches to selection and assessment; Discuss the relevance and importance of learning and development to HRM; Evaluate current perspectives on diversity management;

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Human Resource Management

Knowledge and Understanding:

 Explain and evaluate the relationship between HRM theory and practice;

 Evaluate alternative approaches to selection and assessment;

 Discuss the relevance and importance of learning and development to HRM;

 Evaluate current perspectives on diversity management;

 Assess various approaches to performance management.

 

Subject-specific Skills:

 Critically evaluate the application of HRM theory to organizational practice;

 Analyze organizational practices.

Identify a local business partner within China that could help the organization advance the proposed emerging technology.

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Global Business Benchmark – Executive Summary

Based on the Effect of Emerging Technology on the Economy of the Country assignment you completed in Topic 3, provide an executive summary (350-500 words) to recommend how the emerging technology could solve a problem in China. Provide research and evidence that supports your summary. Use the following format:

Introduction

Provide an overview of what you are recommending to an executive at an organization.

Identify the Problem

Describe the problem and its impact within the chosen country.

Propose a Solution

• Describe an emerging technology (global or country-specific) that could be implemented to solve the problem.

• Identify an organization that offers the emerging technology to solve the problem.

What Is Needed to Implement the Solution

• Highlight potential obstacles based on economic, legal, and cultural factors within the country. For example, what the solution costs, return on investment, legal compliance, competition, market entry barriers, cultural customs and values, and available resources.

• Identify a local business partner within China that could help the organization advance the proposed emerging technology.

Critically evaluate pathways for growth so as to develop a brand that is optimally designed, catering to the needs and aspirations of consumers, and engineered for expansion into new market segments and geographic territories

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Strategic Brand Audit

⦁ Deconstruct a brand, understating the role played by the constituent brand elements, critically analysing how these integrate and function together to create value and a competitive advantage for an organisation

⦁ Apply relevant frameworks, models, tools and techniques to analyse the positioning and performance of a brand in the market

⦁ Critically evaluate pathways for growth so as to develop a brand that is optimally designed, catering to the needs and aspirations of consumers, and engineered for expansion into new market segments and geographic territories

⦁ Leverage principles stemming from the SDG’s, (notably goals 8, 9 and 12) so as to balance the commercial imperative of strategic brand development with broader societal and environmental concerns.

Discuss on how human interrelationship with artificial intelligence and internet of things and so

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Information system and fixtures

Choose one of the topic, discuss on how human interrelationship with artificial intelligence and internet of things and so

What is the Vision and Mission? What is the status of the company now? What type of challenges did the entrepreneur face? What made the company successful? How is the entrepreneur sustaining the business?

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Term paper

The paper is a summary of 5 to 10 pages

please identify an entrepreneur that you find interesting.
Please write a short paper about the entrepreneur and the idea for a product or service.
What is the Vision and Mission?
What is the status of the company now?
What type of challenges did the entrepreneur face?
What made the company successful?
How is the entrepreneur sustaining the business?
What differentiates this business?
Were you able to see the business plan?
The paper is a summary from 5 to 10 pages

Identify which word you focused on from the list you created to define conflict: relationship, data, interest, structural, value, and/or pseudo. Be specific and detailed in your response.

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OLB-7001 Week 3

Identify which word you focused on from the list you created to define conflict: relationship, data, interest, structural, value, and/or pseudo. Be specific and detailed in your response.

Determine if your words tend to be directly related to only one or two types of conflict, and then explain why you think this occurred. Be sure to use specific examples and concepts from the readings and research as well.

Indicate your thoughts when you think of conflict. Do you tend to view it as a negative interaction, or do you view conflict as more of an opportunity to solve problems? Analyze how you believe you gained this viewpoint regarding conflict.

Analyze whether your perception of conflict, based on what you have listed and what you have read, is an accurate perception and whether it can positively contribute to your success in conflict resolution.

Develop recommendations for Mr. Sigurdsson and Tora Equity Partners on which strategic initiatives to investigate further in order to turn financial performance around.

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Special Packaging A/S

Each of the groups ALPHA, BETA and CHARLIE must hand in the slides they expect to present on Wednesday (one set of slides per group). The presentation should last approximately 15 minutes and should address the following:

• Perform a Customer Profitability Analysis (CPA) of Special Packaging A/S based on the TDABC-based customer profitability model. Below is some inspiration for potentially relevant analyses:

• Net customer profit per strategic segment (absolute and in percent of total)

• Net customer profit margin (% of sales) per strategic segment

• Cost break-down per strategic segment for each of the main functions (i.e., “COGS & freight”; “supply chain”; “sales & marketing”)

• Whale curve analysis per product group (i.e., food; coffee/fastfood; consumer electronics)

• Develop recommendations for Mr. Sigurdsson and Tora Equity Partners on which strategic initiatives to investigate further in order to turn financial performance around. Your recommended initiatives should be backed by your customer profitability analysis and/or other information from the case and the curriculum.

Considering the insights from the TRX case – Should entrepreneurs avoid selling their items on online marketplaces such as Amazon?

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Read case and answer question

One discussion max 70/80 words to this q:“Considering the insights from the TRX case – Should entrepreneurs avoid selling their items on online marketplaces such as Amazon?”

Critically evaluate shortcomings in existing organizational theories in the context of Catholic social justice and respecting the dignity of employees.

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Capstone – Ultra X- Imaging

In this phase of your Capstone Project, the team completes the next approximately five pages of the Capstone Project. You will examine the organization’s behavior 1 overarching goal for organizational behavior and create 4-5 SMART objectives for the goal.

Include Key Organizational Behavior outcomes such as those listed below:

Examine the range of current organizational theories and their role in managing complex organizations.
Critically evaluate shortcomings in existing organizational theories in the context of Catholic social justice and respecting the dignity of employees.
Evaluate the collection of established structures and processes

1.) Leadership – Apply effective leadership principles to sound decision-making and strategic planning.

2.) Teamwork & Team Dynamics – Assess the influence of intrapersonal, interpersonal, and group dynamics on organizational culture, productivity, and operations.

3.) Organizational Structure & Communication

4.) Human Resources

5.) Employee Onboarding, Orientation, Training & Development

Do you agree with Dov Frohman’s decision in ad-vance of the actual missile attacks to keep Intel up and running? What about after the actual missile attacks began?

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Individual Case Study

Closing Case
To C lose or Not?
Dov Frohman, the general manager of Intel Israel, faced a tough decision in 1991: With Operation Desert Storm looming, should he keep his plant open—especially given the fact that Iraqi Scud missiles stood ready to strike Israel in just minutes? There was also reason to believe that missiles might be equipped with chemical warheads. Moreover Israel’s civil defense authority had suggested that the country’s nonessential businesses temporarily close. Frohman said one of the top factors influencing his decision was the uncertainty of the situation: “The radical uncertainty of the situation—not knowing how many missiles would fall, where they would fall, what kind of destruction they would inflict—threatened to bring our business to a halt, even before a single missile had been launched.” He also took into account the general business implications of shutting down. On one hand, he was confident senior executives at Intel’s headquarters in California would understand if he decided to shut down until the crisis passed. On the other hand, he knew Intel would need to get the microprocessors his plant normally produced somewhere else in the world. From Frohman’s perspective, “Managing a major unit in a global corporation is a continual fight for resources.” Therefore, a production interrupt, even a temporary one, might cause the company’s senior executives to think twice about making any future investments in Intel Israel. Frohman said he was concerned not only about the survival of Intel Israel but of Israel’s entire high-tech sector. Intel Israel was a key anchor of the country’s still small but high-tech economy. “If we couldn’t operate in an emergency situation, the trust of multinationals and venture capitalists in the stability of the Israeli business environment might crumble,” he noted. Ultimately, though, Frohman’s big concern was the safety of Intel Israel’s employees: “People had a sealed room at home, and we had created them in all our main facilities, including the Jerusalem fab [fabrication plant]. But what about the daily commute?” He believed it was while commuting that em-ployees would be at the greatest risk. If Frohman decided to keep the operations running, how would he present the decision to employees? Should he order, request, strongly encourage, or simply offer them the option of showing up for work? After discussing the issues at length with his team, Frohman decided to keep the operations open. However, he would ask, not order, employees to come to work. “No one would be punished if they decided to stay home. I made it extremely clear to my direct reports that there would be no coercion: No manager was to pressure employees to come to work who did not want to.” Frohman said he communicated the decision to Intel Israel’s workforce on Wednesday, January 18. The fol-lowing day, with still no sign of missile attacks, most employees came to work. However, two days later, eight
Iraqi Scud missiles hit Tel Aviv and Haifa around 2 AM. Fortunately, the missiles weren’t laden with chemical warheads. However, at that point, Frohman had another decision to make: Should he stick with his original deci-sion or close the plant and tell employees to stay home? Frohman quickly met with members of his management team. The team had roughly 30 minutes to make a choice. The decision? To remain open. That morning, 75 percent of the employees scheduled to work the 7:00 AM shift at Intel’s fab plant just outside Jerusalem arrived. Scud attacks continued on Saturday, but employee turnout at both the company’s Jerusalem plant and its design center in Haifa remained at 80 percent. Frohman talked to executives at Intel’s headquarters about the situation. “I explained that we had decided to remain open, but we weren’t forcing any employees to come to work who didn’t feel comfortable doing so, and that so far turnout was quite good. They asked a lot of questions; we discussed the potential risks. But in the end, they were 7,500 miles away. Under the circumstances, they had to trust us.” All totaled, the Scud at-tacks continued for six weeks, during which time, 39 Scuds fell in 18 separate attacks. Intel Israel operations remained open and up and running the entire time. A few years later Intel decided to invest in and build a second semiconductor plant in Israel. Thereafter, the Haifa design center won the assignment to develop the Centrino portable-computing microprocessor. Then in 2005, Intel announced that it would spend an additional $3.5 billion to build a new fab plant in Israel. The investment was the single largest ever made by any company in Israel. Following the investment, Intel Israel’s exports soared to $1.2 billion, accounting for 14 percent of all of Israel’s electronics- and information-industry exports. Today, the company is the largest foreign-owned employer in Israel.

Questions

1. Do you agree with Dov Frohman’s decision in ad-vance of the actual missile attacks to keep Intel up and running? What about after the actual missile attacks began?

2. Do you agree that Frohman should have made the decision to remain open or close or should execu-tives at Intel’s corporate headquarters have made it?

3. What criteria would you have considered if you were in Frohman’s position? How would you have weighted these factors?

 

Sources: Adapted from D. Forman and R. Howard. Leadership the Harr[ Way, San Francisco, CA: Josscy-Bass, 2008: P. Margulies, “Don Frohman Leads the Hard Way” Strategy + Business. May 26. 2009 (http://www.strategy-business.com/article/(19208? gko=01786); V. Burkhardt. “Embracing Fear and Turbulence.” Met:Connection, May 25.2009 (http://www.idcaconncction.com/articles/00I 19- Enthracing-Fear-and-Turbulence.html): and D. Frohman. “Leadership Under Fire.” Harvard Business Review (December 2006).