Day: May 14, 2018

You are the vice president of a human resources department and Susan has been your executive assistant for one (1) year. She effectively completes her given assignments, sometimes ahead of schedule.  Susan has a welcoming personality and is commended on her willingness to help when asked. As a result of her efficiency, Susan often has spare time on her hands.

In several conversations, you have spoken with Susan about taking a proactive stance and involving herself in the business to increase her knowledge base. You have suggested she attend strategic planning meetings, shadow other Business Partners, and take professional development courses geared towards human resources.   Susan has not incorporated any of these suggestions.

The organization promotes and encourages employee development and has a requirement of 24 professional development (PD) hours for each employee per annual review cycle.  As VP of the department, you have offered to mentor Susan; yet she has not taken advantage of the offer. Given Susan’s capabilities and potential, you want to mutually establish future performance goals and developmental opportunities to enhance her effectiveness and maximize her organizational contributions.

Susan’s professional appearance and interaction with co-workers is superb.  When asked to complete a task, she fulfills the assignment willingly and with very few errors.  She is well liked and respected by her peers.  She has impeccable oral and written communication skills. Overall, you are pleased with her performance but want to see Susan take initiative to seek out tasks to complete rather than waiting to be told what to do.

As the VP of HR, you have been tasked with a two part assignment. In part one of this assignment you will explain the importance of performance appraisals, analyze the essential elements which should be included and describe how performance appraisals can be used to promote employee growth. In part two of this assignment you will create a performance appraisal for Susan.

Your paper should be 8-10 pages in length incorporating both parts I and II.  You can either design a performance appraisal document or use an existing template.  The performance appraisal should be no more than 3 pages of the total page count for the assignment.  Be sure your paper addresses all of the following components:

Part I: Importance of Performance Appraisals:

• Explain how performance appraisals can be used as part of employee development.
• Explain why rankings are given to employees and the advantages and disadvantages of including rankings.
• Address why organizations should deliver appraisals in a timely manner to employees.
• Discuss the advantages and disadvantages of three different types of performance appraisals. Make a recommendation of which type of performance appraisal is most appropriate for Susan.
• Provide suggestions on how the manager can give feedback on a continual basis to the employee to encourage continual development.

Part II: Susan’s Performance Evaluation

As the VP of HR, you are providing Susan with feedback on these areas and suggesting ways to develop in the areas where she is not meeting expectations as outlined in the scenario. The performance appraisal directly ties to compensation increases. The appraisal should highlight achievements over the past year; while addressing expectations and setting goals moving forward.

The performance evaluation should address the following areas:

Professional Development

Job performance

Communication – internal and external

Professional Demeanor

Working relationships

Compensation recommendations

THE INVISIBLE SPONSOR

1 Background Some executives prefer to micromanage projects whereas other executives are fearful of making a decision because, if they were to make the wrong decision, it could impact their career. In this case study, the president of the company assigned one of the vice presidents to act as the project sponsor on a project designed to build tooling for a client. The sponsor, however, was reluctant to make any decisions. Assigning the VP Moreland Company was well-respected as a tooling design-and-build company. Moreland was project-driven because all of its income came from projects. Moreland was also reasonably mature in project management. When the previous VP for engineering retired, Moreland hired an executive from a manufacturing company to replace him. The new VP for engineering, Al Zink, had excellent engineering knowledge about tooling but had worked for companies that were not project-driven. Al had very little knowledge about project management and had never 985 functioned as a project sponsor. Because of Al’s lack of experience as a sponsor, the president decided that Al should “get his feet wet” as quickly as possible and assigned him as the project sponsor on a medium-sized project. The project manager on this project was Fred Cutler. Fred was an engineer with more than twenty years of experience in tooling design and manufacturing. Fred reported directly to Al Zink administratively. Fred’s Dilemma Fred understood the situation; he would have to train Al Zink on how to function as a project sponsor. This was a new experience for Fred because subordinates usually do not train senior personnel on how to do their job. Would Al Zink be receptive? Fred explained the role of the sponsor and how there are certain project documents that require the signatures of both the project manager and the project sponsor. Everything seemed to be going well until Fred informed Al that the project sponsor is the person that the president eventually holds accountable for the success or failure of the project. Fred could tell that Al was quite upset over this statement. Al realized that the failure of a project where he was the sponsor could damage his reputation and career. Al was now uncomfortable about having to act as a sponsor but knew that he might eventually be assigned as a sponsor on other projects. Al also knew that this project was somewhat of a high risk. If Al could function as an invisible sponsor, he could avoid making any critical decisions. In the first meeting between Fred and Al where Al was the sponsor, Al asked Fred for a copy of the schedule for the project. Fred responded: I’m working on the schedule right now. I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk. Al stated that he would think about it and get back to Fred as soon as possible. During the middle of the next week, Fred and Al met in the company’s cafeteria. Al asked Fred again, “How is the schedule coming along?” 986 and Fred responded as before: I cannot finish the schedule until you tell me whether you want me to lay out the schedule based upon best time, least cost, or least risk. Al was furious, turned around, and walked away from Fred. Fred was now getting nervous about how upset Al was and began worrying if Al might remove him as the project manager. But Fred decided to hold his ground and get Al to make a decision. At the weekly sponsor meeting between Fred and Al, once again Al asked the same question, and once again Fred gave the same response as before. Al now became quite angry and yelled out: Just give me a least time schedule. Fred had gotten Al to make his first decision. Fred finalized his schedule and had it on Al’s desk two days later awaiting Al’s signature. Once again, Al procrastinated and refused to sign off on the schedule. Al believed that, if he delayed making the decision, Fred would take the initiative and begin working on the schedule without Al’s signature. Fred kept sending e-mails to Al asking when he intended to sign off on the schedule or, if something was not correct, what changes needed to be made. As expected, Al did not respond. Fred then decided that he had to pressure Al one way or another into making timely decisions as the project sponsor. Fred then sent an e-mail to Al that stated: I sent you the project schedule last week. If the schedule is not signed by this Friday, there could be an impact on the end date of the project. If I do not hear from you, one way or another, by this Friday, I will assume you approve the schedule and I can begin implementation. The president’s e-mail address was also included in the CC location on the e-mail. The next morning, Fred found the schedule on his desk, signed by Al Zink.

 

 

QUESTIONS 1. Why do some executives refuse to function as project sponsors?

2. Can an executive be “forced” to function as a sponsor?

3. Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?

Financial Summary Report

 

Write a three- to four-page financial summary report (not including the title page) that presents the financial health of the Lemonade Stand Business. As part of your report, include both an Income statement and Balance Sheet. Also include all appropriate ratios. At this point you should have two accounting periods of data.

Your paper must be formatted according to APA style guidelines as outlined in the Ashford Writing Center.

Focus of the Summary Project

The report should focus on the interpretation of the accounting information (see Week Two), financial analysis (see Week Four), or economic opportunities (see Week Six).  Each report should include an updated income statement and balance sheet (plus other financial statements as appropriate).  The financial statements should be prepared in Excel and copied and pasted either into the main text of the report or into an appendix.  Your financial reports should be in the same format as the sample reports.

Run the game yourself.  You are required to use your own results from playing the game.  The game is accessed through item 3 under Summary Projects.

A working knowledge of Excel is essential to your success in this class.  If you do not have experience with Excel it is suggested that you begin working through Excel tutorials so that you are ready for the week 2 assignments.

In week two, four and six, you will post your income statement, balance sheet, and financial ratios (week four and six only) in the discussion forum but not your full written report.  Also, this is a way for you to test your opinion about your numbers with your fellow students and to get ideas on what numbers may be worth commenting on.  You will find it useful in your report to compare your numbers to those of your classmates or the sample data provided.  Assets must always balance with liabilities plus equity.  The Lemonade stand will always have liabilities because they carry a balance with the store.

Resource: Hospitality Extraordinaire Case Study in Technology Strategies for the Hospitality Industry, Ch. 2

Read the Hospitality Extraordinaire Case Study at the end of Technology Strategies for the Hospitality Industry, Ch. 2.

Answer the following questions in a 1,050- to 1,400-word paper:

Define Hospitality Extraordinaire’s strategy. How does IT factor into this strategy to support or enable it?

Identify the core technologies used by Hospitality Extraordinaire. Discuss the value each contributes and any competitive advantage derived.

If you worked for a competing hotel company, what traits would you find most admirable in Hospitality Extraordinaire and why/what would you do to compete?

If you worked for Hospitality Extraordinaire’s IT department, what challenges might you face? What recommendations would you have for new technology initiatives or directions?

What are the key teaching points in this case? Why are they important, and how will you apply them in your professional career?

What tools would you use to leverage the power of information in Hospitality Extraordinaire?

Based upon your experience, which IT tool or strategy do you think has made the biggest impact on the company’s success?

Format your paper according to APA guidelines.

This chapter touched a little bit on employers who retaliate against employees who file discrimination claims. There is often retaliation against the HR manager who supports or agrees with the claim. Every employer has their own interpretation of what they think a disability is but the laws are very clear.

HR managers are often involved in lawsuits of various kinds. I know personally that most of them at my job are discrimination complaints. However, HR managers have to be careful with their findings and how they report after an investigation to an owner because that retaliation can extend to them. An organization can feel as if losing one discrimination claim could open the door to many more and view that HR manager as not on their team.

 

“HR directors must therefore ensure that the members of their team who handle employees’ legal complaints to not face retaliation for their efforts to prevent or correct discrimination.”

Resource: Department of Labor website

The Human Resources Department has been tasked by the CEO to develop a training workshop on affirmative action for upper management. Your department must analyze the obligations arising out of E.O. 11246.yes

Create a 10- to 15-slide visual presentation, not including the title page, Q&A page, or References page. Use speaker notes to clarify talking points.

Review applicable laws affecting affirmative action.

Discuss the role a Human Resource manager plays in implementing affirmative action plans.

Explain the requirements for putting together an Affirmative Action Plan (AAP). Include a discussion on mandatory and non-mandatory issues.

Contrast the characterizations of a quota system with those of goals and timetables, and explain which system affirmative action uses.

Examine the responsibilities of contractors and subcontractors.

Assess how the Rehabilitation Act of 1973 and the Vietnam Era Veterans’ Readjustment Assistance Act of 1974 fit into an AAP.

Discuss one legal case concerning affirmative action to exemplify a point that you want to emphasize in your presentation.

Format your presentation consistent with APA guidelines.

Use a minimum of three different sources within the presentation, in addition to the one legal case required above, and provide in-text citations. Identify all sources in the References slide.

Click the Assignment Files tab to submit your assignment.

Note: Grades are awarded based upon individual contributions to the Learning Team assignment. Each Learning Team member receives a grade based upon his/her contributions to the team assignment. Not all students may receive the same grade for the team assignment.

Resource: Union Organizing Case Study

Review the Union Organizing Case Study and discuss it as a team.

Research labor laws and legal cases on union organization in parking lots using online law libraries or other Internet sources of your choice.

Using the IRAC method (Issue, Rule, Analysis, Conclusion) of legal case analysis, analyze the case study by identifying the applicable rule of law(s) relevant to the case.

Analyze the case facts against the laws you have identified, and then give a conclusion as to what the result should be and which party should win the case.

Explain whether or not the storeowner may prohibit nonemployee union organizers from distributing leaflets in a shopping mall parking lot owned by the storeowner.

Write and complete a 1,400- to 1,750-word legal analysis in the third-person voice according to the following guidelines:

Rule (of Law): Recommended word length: 300 to 350 words
Analysis: Recommended word length: 800 to 1,050 words
Conclusion: Recommended word length: 300 to 350 words
Include justification for your responses by citing applicable laws and/or legal cases in your analysis.

Format your paper consistent with APA guidelines, and include headings that appropriately signal topics and keep your document organized.

Use a minimum of three different sources within the paper in addition to the laws and legal cases required above, using proper in-text citations. Identify any source in your Reference page. Any laws and legal cases used in the body of your paper must also be included in the References page.

Click the Assignment Files tab to submit your assignment.

Note: Grades are awarded based upon individual contributions to the Learning Team assignment. Each Learning Team member receives a grade based upon his/her contributions to the team assignment. Not all students may receive the same grade for the team assignment.

In this assignment, you will create an outline of an onboarding process. Summarize what you feel are the 2 most important elements in onboarding in the global environment.

Write a one to two (1-2) page memorandum to your Human Resource Director in which you:

 

1. Explain why an on-boarding process needs to be created. Then create an outline of an on-boarding process. Include a brief explanation of each step and explain why it is important.
2. Summarize what you believe are the two (2) most critical elements to consider when on-boarding in the global environment.
3. Format your assignment according to the following formatting requirements:
   1. Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
   2. Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page is not included in the required page length.
   3. Use the APA format to reference your work, including in-text references when necessary.See the APA Guide located in the Student Center tab.

The specific course learning outcomes associated with this assignment are:

 

• Analyze international business strategy to identify human resource requirements and formulate supporting HRM plans that can improve productivity and contribute to the firm’s competitiveness.
• Select performance management processes to assess and improve performance throughout a multinational corporation.
• Propose training programs to improve performance throughout a multinational corporation and address the considerations for effective learning in a diverse workforce of expatriates, host country nationals, and third-country nationals.
• Use technology and information resources to research issues in global HRM.
• Write clearly and concisely about global HRM using proper writing mechanics.

Greendale Project ReDux

This assignment consists of two (2) parts: a project schedule, and a written response. You must submit both parts as separate files for the completion of this assignment. Label each file name according to the part of the assignment it is written for.

 

Part A: Project Schedule

(Submit as one [1] Microsoft Project file)

 

1. Create a multi-level work breakdown structure (WBS) and detailed project schedule, using the information from the “Greendale Stadium Case” incorporating the following constraints.

   Note:When you create your MS Project schedule, you will need to update your project per the following constraints:

   • The project must consist of at least twenty (20) tasks.
   • Each task must have a start and finish date that matches the duration noted in the assignment.
   • Each task must be assigned to a resource (e.g., Demolishing Crew; Construction Crew; Landscaping Crew).
   • Assume that the crew works during normal weekdays (no weekend work) under normal conditions (8 hours per day).
   • In terms of holidays, you can assume no work will be done the following days: New Year’s Day, President’s Day, Good Friday, Good Monday, Friday before Memorial Day, Memorial Day, the business day before Independence Day, Independence Day, the Friday before Labor Day, Labor Day, the day before Thanksgiving Day, Thanksgiving Day, Black Friday (day after Thanksgiving), the business day before Christmas, Christmas Day, the business day after Christmas Day, and New Year’s Eve.

 

Part B: Written Response

(Submit as a Microsoft Word file)

 

1. Respond to the following questions in a one to two (1-2) page paper based on your project schedule.
   • When will the project be completed?
   • What is the critical path for the project?
   • How much slack / float is in your project? What activities have the greatest slack / float?
   • Identify the top three (3) activities that you believe could impact the project completion date.
   • What additional activities you would add to this project to make it more complete, from a project management viewpoint?
2. Format your assignment according to the following formatting requirements:
   • Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
   • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required page length.

Purpose of Assignment 

The purpose of this assignment is to teach students the importance of a successful brand’s efforts to win and cultivate loyal clients, and how successful organizations build and maintain their brand with various marketing strategies and tactics. 

Assignment Steps

Develop an initial branding strategy plan using a minimum of 700 words on an existing organization or company. Within the branding strategy plan, include information on the brand’s introductory strategies, as well as how those strategies should change to survive over the course of the brand’s product life cycle.

Include the following in the initial branding strategy plan:

• An introduction.
• Create and justify your selected marketing communications strategies you will use to build and maintain your brand and increase customer loyalty.
• The above should include at least three of the following:
  • Advertising
  • Direct marketing
  • Personal selling
  • Public relations
  • Event/trade show/experience marketing
  • Word of mouth marketing
  • Social media
• If needed, propose a new pricing strategy for the product or service.
• Suggest new distribution and channel strategies to maximize the brand’s reach to the chosen target markets.

Cite a minimum of two peer-reviewed references.

Format your paper consistent with APA guidelines.