FIELD ANALYSIS: UNDERSTANDING THE KEY PARTIES AND THEIR ROLE IN A NEGOTIATION

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Instructions: For purposes of this assignment, assume that you are the negotiator who is tasked with a salary (on call time, step increases, overtime for captains and majors) and benefits (insurance while employed, insurance after retirement, accrual of leave time, retirement multipliers) dispute between a large municipal county with a strong mayor and the sheriff’s department for the county.  You are negotiating the contract on behalf of the sheriff’s office.  The purpose of this activity is to give you an opportunity to construct a field analysis on your relationship with a specific other negotiator.  This tool should be helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.

 

The metaphor for this planning tool is a soccer field (see diagram below). On the field would be members of your team and members of the other team (A, B). On the sidelines are backup players, coaches, trainers and other team personnel (C). In the stands are “fans” who are watching the negotiation, members of the media, and other direct observers (D). Finally, the elements outside the stadium–the location of the stadium, the weather, and other “context factors” which can shape how the game evolves and is played (E)

 
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Chester Company

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1) The Chester Company has just purchased $40,900,000 of plant and equipment that has an estimated useful life of 15 years. The expected salvage value at the end of 15 years is $4,090,000. What will the book value of this purchase (exclude all other plant and equipment) be after its third year of use? (Use FASB GAAP)
Select: 1
[removed] $33,538,000
[removed] $35,446,667
[removed] $29,448,000
[removed] $32,720,000

 

 

 

2) What is the Quick Ratio of Chester?
Select: 1
[removed] 1.39
[removed] 1.61
[removed] .62
[removed] .72

 

 

 

3) Digby has a ROS of 0.09 (ROS = Net income/Sales). That means:
Select: 1
[removed] There are sales of $9 for every dollar of profit.
[removed] There is a 9% profit on each dollar of sales.
[removed] There are sales of $91 for every dollar of profit.
[removed] For every $9 of sales there is a profit of 1%.

 

 

 

4) Midyear on July 31st, the Baldwin Corporation’s balance sheet reported:

Total Liabilities of $103.453 million
Cash of $8.040 million
Total Assets of $172.520 million
Total Common Stock of $5.080 million.

What were the Baldwin Corporation’s retained earnings?
Select: 1
[removed] $74.147 million
[removed] $63.987 million
[removed] $72.027 million
[removed] $82.187 million

 

 

 

5) Review the Inquirer to determine Baldwin’s current strategy. How will they seek a competitive advantage? From the following list, select the top five sources of competitive advantage that Baldwin would be most likely to pursue.
Select: 5
[removed] Seek high plant utilization, even if it risks occasional small stockouts
[removed] Increase demand through TQM initiatives
[removed] Add additional products
[removed] Seek high automation levels
[removed] Offer attractive credit terms
[removed] Seek the lowest price in their target market while maintaining a competitive contribution margin
[removed] Reduce cost of goods through TQM initiatives
[removed] Seek excellent product designs, high awareness, and high accessibility
[removed] Accept lower plant utilization and higher capacities to insure sufficient capacity is available to meet demand
[removed] Reduce labor costs through training and recruitment

 

6) Rank the following companies from high to low cumulative profit, (in descending order, 1=highest, 4=lowest).
Rank in order from 1 to 4
[removed]  Chester
[removed]  Baldwin
[removed]  Andrews
[removed]  Digby

 

 

 

7) Which description best fits Chester in your industry? For clarity:

– A differentiator competes through good designs, high awareness, and easy accessibility.
– A cost leader competes on price by reducing costs and passing the savings to customers.
– A broad player competes in all parts of the market.
– A niche player competes in selected parts of the market.

Which of these four statements best describes this competitor?
Select: 1
[removed] Chester is a niche cost leader
[removed] Chester is a broad differentiator
[removed] Chester is a broad cost leader
[removed] Chester is a niche differentiator

 

 

 

8) If Baldwin issued 1000 shares of common stock at last year’s end price, the effect on the balance sheet would be:
Select: 1
[removed] Retained earnings would increase by $4,804
[removed] Retained earnings would increase by $48,039
[removed] Equity would decrease by $4,804
[removed] Equity would increase by $48,039
 
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BUSI 342 EXAM 2

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Question 1 

  1. Lumina Corporation began      operations in 2015 with 4900 employees. During the first half of that      year, the company did not see any attrition. Profits were high, and the      training and orientation programs were efficient. New hiring continued at      a healthy pace and by mid-year, the employee strength of the company was      5000. However, in the second half of that year, 200 employees were laid      off, and no new hiring took place. The turnover rate at Lumina Corporation      in 2015 was _____.

 

a.

50%

 

b.

2%

 

c.

4%

 

d.

25%

2 points

Question 2 

  1. Insufficient pay is one of the      reasons that lead to employee turnover.

True

False

2 points

Question 3 

  1. Customer dissatisfaction is a      direct cost of absenteeism.

True

False

2 points

Question 4 

  1. The performance-reward linkage      described in the expectancy theory of motivation refers to employees’      beliefs that working harder will lead to better performance.

True

False

2 points

Question 5 

  1. Churn refers to the practice of      hiring _____.

 

a.

only those employees who   have more than five years of prior experience in a similar industry

 

b.

employees on a short-term   contract basis

 

c.

new employees while   laying off others

 

d.

through realistic job   previews

2 points

Question 6 

  1. Which of the following is the      first step in the process of managing retention?

 

a.

Management intervention

 

b.

Evaluation and follow up

 

c.

Measurement and   assessment

 

d.

Tracking of intervention   results

2 points

Question 7 

  1. A(n) _____ refers to the unwritten      expectations that both employees and employers have about the nature of      their work relationships.

 

a.

psychological contract

 

b.

non-compete agreement

 

c.

employment contract

 

d.

effort-performance   linkage

2 points

Question 8 

  1. Paid orientation time is a      training cost involved in turnover.

True

False

2 points

Question 9 

  1. _____ is the desire within a      person causing that individual to act.

 

a.

Motivation

 

b.

Attention

 

c.

Calibre

 

d.

Aptitude

2 points

Question 10 

  1. Which of the following is      considered to be a motivator by the motivator/hygiene theory?

 

a.

Salary

 

b.

Advancement

 

c.

Administration

 

d.

Company policy

2 points

Question 11 

  1. A passive job seeker is one      who _____.

 

a.

is an employed individual   who is not satisfied with his or her current job

 

b.

conducts a haphazard and   unplanned job search

 

c.

seeks a job merely   because it is a requirement of receiving unemployment compensation

 

d.

has a good job and is not   actively looking to change jobs

2 points

Question 12 

  1. Edison Inc., an electrical utility      company, is moving from using only traditional sources of electricity to      promoting the use of solar and wind power. It is one of the first      utilities in the country to move heavily to solar and wind-generated      electricity. Which of the following steps should the HR director take in      order to cope with these new technologies at Edison Inc.?

 

a.

Focus on training and   development to generate internal candidates for all the new positions at the   utility

 

b.

Avoid including specific   designations such as EEO/M-F/AA/ADA in the job advertisements

 

c.

Plan to do more extensive   external recruiting for technical and engineering positions

 

d.

Highlight terms such as   “young and enthusiastic” and “ journeyman lineman” in their official Web   sites

2 points

Question 13 

  1. An organization with a strong      union has a higher probability of having less flexibility than a nonunion      company in deciding who will be hired and where a newly hired person will      be placed.

True

False

2 points

Question 14 

  1. Employment agencies typically have      their own workforce, which they supply by contract to employers with jobs.

True

False

2 points

Question 15 

  1. Priam Designs Inc. is recruiting      fashion designers through LinkedIn. This recruiting mode typically      provides direct access to the _____.

 

a.

applicant population

 

b.

entire pool of eligible   candidates

 

c.

entire labor market

 

d.

applicant pool

2 points

Question 16 

  1. The _____ pool consists of all persons      who are actually evaluated for selection.

 

a.

selection

 

b.

labor

 

c.

talent

 

d.

applicant

2 points

Question 17 

  1. The process of generating a pool      of qualified applicants for organizational jobs is called _____.

 

a.

summoning

 

b.

requisitioning

 

c.

pre-screening

 

d.

recruiting

2 points

Question 18 

  1. Niche job sites are more useful      for recruiting applicants with specific technical skills than are general      job boards.

True

False

2 points

Question 19 

  1. Which of the following statements      is true about good recruiting efforts?

 

a.

Wording about specific   designations such as EEO/M-F/AA/ADA in employment advertisements would be   considered illegal.

 

b.

A salon that advertises   job openings for “young and enthusiastic” employees would be considered   impartial.

 

c.

Advertising job openings   for “exercise boys” for a race track would be considered legal terminology.

 

d.

If a disparate impact   exists between an employer’s workforce and the relevant labor markets, then   the employer is required by law to expand its external recruiting efforts.

2 points

Question 20 

  1. Contingency firms charge a client      a set fee whether or not the contracted search is successful.

True

False

2 points

Question 21 

  1. Listening responses such as      mirroring and echoing may backfire for managers doing job interviews      because these responses give feedback to the applicant.

True

False

2 points

Question 22 

  1. For the position of firefighter in      Redville, the physical requirements are rigorous and the selection process      involves many ability tests. Mark has a hearing impairment. This      impairment alone caused him to be disqualified, even though Mark passed      all the other physical tests and pencil-and-paper tests that were      conducted earlier. This is an example of _____.

 

a.

the multiple hurdles   approach of combining predictors

 

b.

the compensatory approach   to selection

 

c.

discrimination under the   ADA

 

d.

poor person/organization   fit

2 points

Question 23 

  1. In selection, validity refers to _____.

 

a.

the correlation between a   predictor and job performance

 

b.

the applicant achieving   approximately the same score in a test-retest situation

 

c.

the strength of the   correlation between a test score and a predictor

 

d.

the consistency with   which the predictor actually tests the desired construct

2 points

Question 24 

  1. Voltra Inc. is planning to fill a      number of openings for entry-level professionals. The selection process is      quite extensive and includes several levels of individual interviews,      panel interviews, psychological tests, and general ability tests. Much of      the interview time is spent on the applicant’s philosophy of life and      work. Voltra is highly concerned about _____.

 

a.

person/organization fit

 

b.

complying with EEO and   ADA requirements

 

c.

matching the person to   the job

 

d.

defining who is an   applicant

2 points

Question 25 

  1. Ability, intelligence, and      conscientiousness are all examples of _____.

 

a.

soft skills

 

b.

predictors of selection   criteria

 

c.

elements of job   performance

 

d.

selection criteria

2 points

Question 26 

  1. In the _____ approach for      combining predictors, a minimum cutoff score is set on each predictor, and      to be considered, each minimum level must be “passed.”

 

a.

matching

 

b.

multiple hurdles

 

c.

compensatory

 

d.

universal predictor

2 points

Question 27 

  1. “Aaron might not be the sharpest      person I know, since his cognitive scores are pretty low. But he showed      wonderful interpersonal skills with guests in our simulations. I suggest      that we hire him, and give him some intense training on our desk      procedures.” This is an example of the compensatory approach to combining      predictors of work performance.

True

False

2 points

Question 28 

  1. Which of the following types of      selection interviews is unstructured?

 

a.

Situational interview

 

b.

Competency interview

 

c.

Behavioral interview

 

d.

Nondirective interview

2 points

Question 29 

  1. Which of the following occurs when      interviewers favor or select people whom they believe to be like      themselves on the basis of a variety of personal factors?

 

a.

Halo effect

 

b.

First impression error

 

c.

Cultural noise

 

d.

Similarity bias

2 points

Question 30 

  1. The _____ of a test is the extent      to which a predictor repeatedly produces the same results over time.

 

a.

test validity

 

b.

reliability

 

c.

predictability

 

d.

consistency

2 points

Question 31 

  1. The “cognitive” component of      intercultural competence is the person’s _____.

 

a.

ability to connect with   foreigners on an emotional level

 

b.

level of sensitivity to   cultural issues

 

c.

ability to handle the   emotional stress of an overseas assignment

 

d.

knowledge about a foreign   culture

2 points

Question 32 

  1. Organizations must continually      train their current employees because of _____.

 

a.

the lack of competition   from businesses in low labor cost countries

 

b.

low involuntary turnover   rates of U.S. employees

 

c.

rapid technological   innovation

 

d.

the need to increase the   rate of attrition

2 points

Question 33 

  1. Active practice occurs when      trainees perform job-related tasks and duties during training.

True

False

2 points

Question 34 

  1. Jeanne is 54 years old. She had      worked as a medical research librarian for ten years before quitting in      her late forties. She wants to re-enter the workforce. However, she is      worried about applying for an open position at the library she was      previosly working at because of the major changes in information      technology that have taken place in library management. She also feels      intimidated by computers. The HR director of the library feels Jeanne is      highly qualified for the position in question. Given this scenario, what      would be the main barrier to her learning the job tasks?

 

a.

Jeanne’s low sense of   self-efficacy regarding the use of computer technology

 

b.

Jeane’s low motivation   levels as she wants to get into a new career

 

c.

The fact that Jeanne   won’t see the benefits of learning the library’s computer system

 

d.

The fact that Jeanne may   not have the ability to learn the library’s computer system even with training

2 points

Question 35 

  1. Ideally, training should be viewed      tactically rather than strategically.

True

False

2 points

Question 36 

  1. A gap analysis identifies the      difference between what an individual employee knows and what the employee      should know in order to perform the job satisfactorily.

True

False

2 points

Question 37 

  1. Unions view cross training      unfavorably primarily because _____.

 

a.

it reduces effective   wages per hour

 

b.

it adds supervisory roles   to part-time employees’ duties

 

c.

it increases worker   productivity, and thus threatens job security

 

d.

it threatens job   jurisdiction

2 points

Question 38 

  1. In contrast to informal training,      which is planned, on-the-job training should occur spontaneously.

True

False

2 points

Question 39 

  1. Which of the following is a      disadvantage of the on-the-job training (OJT)?

 

a.

External firms are   typically used for training purposes.

 

b.

It is the least flexible   of all the available modes of employee training.

 

c.

It is more expensive than   classroom training.

 

d.

Incorrect information   from the supervisor can be transferred to the trainees.

2 points

Question 40 

  1. EarthShapers Inc., a manufacturer      of heavy construction equipments based in U.S.A., maintains large sales and      support operations overseas. Before sending new employees to its      operations in Japan, it requires the employees to take courses in Japanese      history and culture so that they can adjust more easily to living in      Japan. This training focuses on the _____ component of international      competence training.

 

a.

cognitive

 

b.

conceptual

 

c.

behavioral

 

d.

emotional

 
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BSBHRM513 Manage Workforce Planning

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BSBHRM513 Manage workforce planning

 

Learner Instructions 3

(Monitor and evaluate workforce planning)

Submission details

Students Name  
Student ID  
Group  
Assessor’s Name  
Assessment Date/s  

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

This task requires you to demonstrate skills and knowledge required to monitor and evaluate the implementation of workforce planning.

Assessment description

Using the workforce planning you developed in Assessment Task 1, you will monitor and evaluate the effectiveness of your workforce planning against your objectives. To perform this task, you will develop an internal survey, and review and analyse performance data.

 

Workforce planning report

Communications strategy

Risk management and contingency plan

Assessment Task 1

Staffing action plan

Workforce planning presentation

 

Assessment Task 2

Organisational climate survey

Evaluation report

Assessment Task 3

 

Procedure

1. Review the JKL simulated business documents provided by your assessor and the scenario below.

You are an external consultant contracted to develop, implement and review workforce planning at JKL.

You now need to evaluate the implementation of your workforce planning. You will need to review the effects of actual trends in the JKL workforce, review the external environment, survey the workforce and develop an evaluation report for senior management.

2. Using the information provided in Appendix 1, review workforce trends at JKL with regard to exiting employees.

3. Review the external environment for:

a. trends in labour supply that may affect demand

b. review relevant government policy

c. industrial relations and industrial relations legislation, including identification of relevant modern awards, conditions, and rights and responsibilities of workers and management.

4. Develop a survey to gauge organisational climate:

a. worker satisfaction and reasons for satisfaction levels

b. worker intentions to retire, exit, pursue internal and external opportunities and reasons

Note: Design your survey to gather necessary data while protecting privacy and fair treatment of individual employees under relevant company policy and legislation. Include a short statement on the intention of the survey, how the data will be used and how it will be stored.

5. Submit your survey to your assessor. Your assessor will supply organisational climate data.

6. Using information gathered from steps 2 through 5 and your workforce plan strategies and objectives developed in Assessment Task 1 and implemented in Assessment Task 2, review and revise your objectives and strategies.

7. Prepare a report for senior management to:

a. evaluate the internal and external workforce trends and their effect on organisational objectives

b. build support for your recommendations.

Include in your report:

a. An executive summary.

b. A discussion of internal and external data, including:

i. internal labour trends

ii. external supply

iii. government policy

iv. IR and modern awards

v. climate survey results.

c. Evaluation of the effectiveness of workforce planning and change processes against objectives and targets. Use information from Appendix 1 and refer to the objectives and targets you developed and implemented in Assessment Tasks 1 and 2.

d. Recommendations for changes to objectives and strategies to achieve organisational objectives or, if achieved, contribute to continuous improvement. Ensure your recommendations are supported by your discussion of internal and external data.

2. Submit documentation as per specifications below. Please keep copies for your records.

Specifications

You must provide:

· an organisational climate survey

· an evaluation report.

Your assessor will be looking for evidence of:

· communication and leadership skills to:

· explain the need for change

· gain senior management support for workforce planning initiatives

· literacy skills to read and write reports and succinct workforce plans

· numeracy skills to work with data and predictions about labour supply information

· analytical skills to review data according to the needs of the organisation

· technology skills to:

· communicate with key stakeholders

· support HR functions, including data collection and managing information according to legislation and organisational policies

· knowledge of current information about external labour supply relevant to the specific industry or skill requirements of the organisation.

 

Candidate: I declare that this work has been completed by me honestly and with integrity and that I have been assessed in a fair and flexible manner. I understand that the Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these assessment tasks.  

Signature: ___________________

 

Date: ____/_____/_____

 

 

Appendix 1 – Workforce data

Current HR workforce trends

Turnover FY 2013–14 (29%)

Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement

2. Other opportunities
Branch manager 2 6 1. Retirement

2. Other opportunities
Line manager 3 18 1. Lack of opportunity

2. Unhealthy work culture

3. Retirement
Salesforce and customer service 25 80 1. Lack of opportunity

2. Lack of recognition

3. Unhealthy work culture
Mechanic 10 32 1. Better opportunities elsewhere

2. Lack of recognition

3. Unhealthy work culture

Demographics FY 2013–14

Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 0 0
Branch manager 6 0 0
Line manager 18 2 0
Salesforce 80 70 0
Mechanic 32 3 0

Turnover FY 2014–15 (20%)

Position Number exits Number staff Reasons for leaving
Senior manager 1 4 1. Retirement

2. Other opportunities
Branch manager 2 6 1. Retirement

2. Other opportunities
Line manager 3 12 1. Other opportunities

2. Retirement
Salesforce 15 84 1. Better opportunities

2. Pay

3. Lack of opportunity
Mechanic 8 38 1. Better opportunities elsewhere

2. Personal reasons

Demographics FY 2014–15

Position Number Number women Number Aboriginal or Torres Strait Islander
Senior manager 4 1 0
Branch manager 6 1 0
Line manager 12 2 0
Salesforce 84 73 1
Mechanic 38 5 0
Mechanic’s apprentice 8 3 1

Workforce planning scorecard FY 2014–15

Objective Targets Result
Provide required training to meet workforce needs Deliver training to upskill rental employees See Assessment Task 2 staffing action plan
Recruit Conduct workforce planning thru FY 2016–17 See Assessment Task 1 report
  Complete implementation of staff planning for FY 2014–15 See Assessment Task 2
  Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Completed
  Ensure all critical roles are filled to meet revenue targets See Assessment Task 2 staffing action plan
Become an Employer of Choice Provide personal development plans for all employees 60% completed
  Retain managerial talent through rewards, promotion and training See Assessment Task 2 staffing action plan
Manage performance and adherence to organisational values Complete twice-yearly performance reviews 75% managers compliant
  Communicate organisational values and code of conduct 80% employees and managers state they are aware of values and code
  Build culture of excellence: eliminate discrimination and promote diversity in workforce Hiring practices reviewed

Manager training completed
  Promote levels of diversity in workplace proportional to percentage of population Aboriginal representation in salesforce and mechanics apprenticeships increased from 0 to 1 in each category;

3 of 8 mechanics apprenticeships are women

 

 

 

BSBHRM513 Learner Instructions 3

Version 1.0 Page 1 of 8

 
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2-3 Shanel

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reply to the students’ response and not the question  in 150 words minimum and provide 1 reference. Respond to the students response as though you are talking to them, use name

question

You are a compensation analyst for a pharmaceuticals company, which is located in Los Angeles, California. Define the scope of the relevant labor markets for chemists and for data entry clerks. Describe the rationale for your definitions

student answer

 

Relevant labor market is defined our textbook (p. 151) as “the fields of potentially qualified candidates for particular jobs.” These markets are determined based off the geography, competitors, and occupational classification. Compensation surveys are widely used by many companies. The relevant labor market for chemists would be the entire states of California and the relevant market for data entry clerks would be those in the city of Los Angeles. When looking at the two different positions we can also analyze the differences between the two. The data entry clerk position has a lot more openings but also pays less than chemists. From this we can conclude that there is a higher turnover rate in the data entry positions so we can expect that the company will be continuously recruiting for this position.  The chemist job will require a higher level of skills and require licenses and a degree. With this type of positions, we can expect the salary to increase.

There are many different pharmaceutical companies within the labor marker. At the same time, there are a lot of competitors in the market so management will have to focus on an effective compensation plan. When looking at the data entry position, management will look for those with at least a high school diploma and some computer experience as well as their typing skills. Regardless, these people will end up leaving for a better position once they have built their experience. As stated in an article by Resource Management, Inc., a fair compensation plan will help to retain talent and encourage employees to increase their performance.

https://rmi-solutions.com/fair-employee-compensation-how-it-benefits-your-employees-and-your-company/

 
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HRM/498T: Strategic Human Resource Management And Emerging Issues

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 The mangers at ABC Corporation decide the company needs a more diverse workforce, so they actively recruit segments of the population that are underrepresented in their organization. As their workforce becomes more diverse, they find that the new employees are struggling to integrate into the organization, conflict has increased, overall employee morale has declined, and company performance has suffered. Which of the following is most likely the cause of the problems with the diversity initiative at ABC Corporation?

· The company is seeking diversity for diversity’s sake, with no regard for inclusion.

· The diverse workforce is less productive because it is difficult to get everyone on the same page.

· The new employees are selected based on personal characteristics rather than qualifications.

· The company is using the wrong metrics to evaluate the success of their diversity initiative.
·

 Bookmark question for later

Which of the following actions may be moral from a teleological point of view but not necessarily from a deontological point of view?

· A mother gently tells her son that he needs to vacuum in straight lines rather than in a haphazard manner in order to ensure that the floors would be clean.

· A city with many impoverished families increases taxes significantly in order to improve education by building a new elementary school and hiring qualified teachers.

· An employee at a coffee shop claims that her religious beliefs prevent her from working on Sundays in order to get extra time off.

· A business executive confesses to committing fraud five years ago even though it passed unnoticed in order to clear his conscience.
·

 Bookmark question for later

What is the foundation for evaluating the morality of human resources activities in an organization?

· The end results or consequences of human resource plans and policies from the perspective of employees

· The degree to which employees are treated equally regardless of race, gender, religion, age, and disability

· The value of employee contributions in relation to the rewards that the employer provides for those contributions

· The expectations of the employees and employer involved in a voluntary employment exchange
·

 Bookmark question for later

Which of the following best describes the inducements-contribution balance?

· The knowledge, skills, abilities, and effort an employee brings to the workplace should be matched with appropriate compensation.

· The wages and benefits given to an employee should be greater than equal to the employee’s current skills to motivate the employee to work harder.

· The employer should entice job applicants to work for the company by promising contributions to a retirement plan and other benefits.

· The compensation provided to employees should benchmark the compensation given to other companies in the industry to remain competitive.
·

 Bookmark question for later

Which of the following would most likely be considered an invasion of privacy in the workplace?

· Monitoring an employee’s emails sent to a friend through a company email account

· Recording all telephone calls made by a sales representative at work

· Video recording manufacturing employees on the assembly line

· Requiring job applicants for a customer service position to state their medical history
·

 Bookmark question for later

Which of the following situations most clearly involves a conflict of interest?

· A business executive invests company funds in her brother’s start-up company.

· An employee promises a full refund to a customer who is unhappy with his purchase even though the item was final sale.

· A manufacturing employee who dreams of becoming a published author uses his lunch hour to work on a novel.

· A sales representative uses a company credit card to pay for her meals when she is on a business trip.
·

 Bookmark question for later

What is an effective way for companies to prevent conflicts of interest in the workplace?

· Monitor employees extensively through recording phone calls, reviewing emails, and taking videos of workstations

· Develop an effect disclosure policy and require employees to read and sign a disclosure statement

· Promise raises for employees who have demonstrated integrity in the workplace

· Enforce sizable rewards and punishments that are directly tied to performance measures
·

 Bookmark question for later

In which of the following situations would giving or accepting a gift be immoral?

· Providing free textbooks to an underfunded university with many struggling students

· Treating a potential client to a round of golf and a new set of golf clubs while discussing a business deal

· Offering a free sample of expensive makeup to a customer to entice her to buy the product

· Consuming refreshments offered by a vendor at a business conference
·

 Bookmark question for later

Which of the following ethical practices or policies exerts the strongest influence on ethical conduct in the workplace?

· Evaluating budgets, resource allocation, and pay incentives periodically

· Maintaining a solid system of internal financial controls

· Instituting an annual ethics audit to examine potential conflicts of interest

· Creating a company culture of integrity modeled by top leaders
·

 Bookmark question for later

Which of the following is a potential negative consequence of diversity programs?

· The workforce may become less representative of the community as a whole due to increased hiring of women and minorities.

· Some employees may infer that women and minorities are less qualified and were only hired due to their gender or race, resulting in feelings of exclusion.

· It may be difficult to hire and retain employees for certain positions in a company due to a decreased amount of resources for employee training and development.

· They may perpetuate the same ways of thinking and working and detract from organizational strategy and development.
·

 Bookmark question for later

Which of the following is a characteristic of a culture of inclusion?

· The organization is aware of any potential tensions within the workplace and takes action to anticipate and address them.

· Inclusion initiatives are developed, communicated, and supported by a diversity and inclusion committee.

· Women and minorities are encouraged to develop and progress, while white, male employees are expected to take the initiative for their own development.

· A clear hierarchy is established to help an increasingly diverse workforce understand the structure of the organization.
·

 Bookmark question for later

Which statement below best explains why a diversity program without a culture of inclusion may lead to poor performance and tensions in the workplace?

· Current employees may feel that they are inferior to newly hired women and minorities.

· Establishing a welcoming attitude without taking significant action to hire, train, and develop women and minorities creates a lack of trust and integrity.

· Using hiring quotas to increase diversity for the sake of diversity is illegal under Title VII.

· Without a change in both organizational culture and individual attitudes and behaviors, women and minorities may fail to fully integrate into the organization.
·

 Bookmark question for later

Who should initiate a diversity and inclusion program in an organization?

· The executives at the top level, who can define organizational objectives and model inclusive behavior

· The sales and marketing department, who can collect data from market surveys

· The HR department, who can create a diversity and inclusion committee to oversee the program

· The women and minorities already working in the organization, who can act as mentors for new hires
·

 Bookmark question for later

Which of the following diversity and inclusion initiatives would be most effective at creating a representative workforce?

· Requiring all employees to complete a diversity and inclusion training program

· Creating an employee resource group to support minorities in the workplace

· Networking within diverse communities to seek job applicants

· Establishing an anti-harassment policy in the workplace
·

 Bookmark question for later

Which of the following is a reason that a diverse workforce can lead to increased employee engagement, creativity, and innovation?

· A diverse workforce increases competition between workers, who feel threatened by new hires who are different from them.

· A diverse workforce provides a greater variety of ideas and experiences, creating opportunities to challenge and improve existing processes.

· A diverse workforce is in better compliance with legal and ethical standards of conduct, creating a feeling of honesty and trust.

· A diverse workforce often includes people who are more educated and have more experience than a homogeneous workforce.
·

 Bookmark question for later

A vendor that provides services for a company offers to send a company employee and her family to Disneyland. What should the employee do?

· Accept the offer in an effort to strengthen business relationships

· Stop doing business with the vendor

· Allow the vendor to pay for travel expenses, but not for park admission fees

· Decline the offer because it is a conflict of interest
·

 Bookmark question for later

Which of the following statements is true regarding the relationship between people and organizations?

· Employees can only be terminated for just cause.

· Organizations can abuse people even if their policies are administered fairly.

· Employees in organizations run by participation are protected from abuse.

· Individuals are more powerful than organizations because of civil rights laws.
·

 Bookmark question for later

An employment exchange where the rewards offered by the organization are roughly equivalent to the work that an employee performs results in ________.

· A high human resource value

· A positive work-to-reward ratio

· An inducements-contributions balance

· A level employment exchange
·

 Bookmark question for later

What is the most crucial moral issue associated with measuring employee performance?

· Whether the employees like it

· Whether employees know their performance is being measured

· How the information will be used to reward or punish employees

· Who is allowed to know about the results
·

 Bookmark question for later

When is personnel testing considered an unethical invasion of privacy?

· When applicants are asked to reveal thoughts or emotions that are unrelated to the job

· When the tests are administered by an outside vendor

· When applicants are required to take the test as a condition of obtaining the job

· When applicants are monitored while taking the tests
 
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Answer HR Questions

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Answer each case (3 cases in total) – refer to word document for case titles, while case detail is in pdf file.

 

Must be in APA format

Each case answer must be 2 pages (in APA format – i.e. double spacing), i.e. total of 6 pages (2×3).

Case 1.3, Managers and HR Professionals at Sands Corporation: Friends or Foes? – Answer the 3 Critical Thinking Questions

Case 6.3, From Turnover to Retention: Managing to Keep Your Workers – Answer the 4 Critical Thinking Questions

Case 15.4, Recognizing and Avoiding Unfair Labor Practices – Answer the 2 Critical Thinking Questions

 
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Case Study 1: GE Healthcare (A): Innovating For Emerging Markets

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Case Study 1: GE Healthcare (A): Innovating for Emerging Markets

Due Week 5 and worth 300 points

Read the case study titled “GE Healthcare (A): Innovating for Emerging Markets” located in the XanEdu case pack (Link Below)

Write a three to four (3-4) page paper in which you:

  1. Determine two (2) emerging trends in the external environment that prompted General Electric (GE) Healthcare to develop a new strategy for the production and marketing of a low cost Electroencephalography (EEG) machine in bottom of the pyramid markets (BOP).
  2. Examine two (2) internal barriers GE Healthcare faced when developing its BOP market in India and determine the manner in which they hindered GE Healthcare’s growth in this market segment.
  3. Analyze two (2) of the significant external barriers that GE Healthcare faced when trying to meet its marketing goals in the Indian market. Propose two (2) ways to address these barriers.
  4. Analyze the specific steps GE took in developing its strategy to grow its BOP market. Determine the manner in which those actions apply to the principles of strategic thinking and strategic planning.
  5. Determine the manner in which GE Healthcare’s strategy to improve its position in BOP markets contributed to the organization’s value chain in both emerging and developed markets.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • 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 and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Differentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum.
  • Analyze the significance of the external environment’s impact on health care organizations.
  • Examine the role of internal environmental analysis in identifying the basis for sustained competitive advantage.
  • Examine the organizational value chain, including the components of the service delivery and support activities.
  • Examine barriers to new product development that comply with initiatives in the health care industry.
  • Use technology and information resources to research issues in the strategic management of health care organizations.
  • Write clearly and concisely about strategic management of health care organizations using proper writing mechanics.
 
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3 Questions To Answer 150 To 200 Words Each

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QUESTIONS

1.         Which external environment factor(s) did Hurricane Rita affect? Discuss.

 

2.         How were the human resource functions affected by Hurricane Rita?

 

3.         Do you believe that the HR situation described regarding Hurricane Rita would be typical in a disaster? Explain.

 
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Healthcare Compliance Case Study

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Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide

1

Managing Health Care Professionals

CASE FOR CHAPTER 11

By Sharon B. Buchbinder and Dale Buchbinder

 

Summary

In each of the scenarios below, put yourself into the crisis scenario as the Healthcare

Administrator who manages the Human Resource aspect of the facility.

 

Each of these scenarios is a real-world event that has been fictionalized for the text. You may

experience any one of these and many more situations in your first job and you need to be

prepared for the unexpected.

 

Choose three of the scenarios to use in your assignment. Submit your written response to the

scenarios you chose below based on factual data, not personal opinion, as the solution will likely

be linked to a health law and/or health ethic. You want to avoid expensive litigation and the

damage that unwanted behavior will have in the public perception of your practice.

 

You are welcome to utilized the resources at the bottom of the page, and/or include scholarly

resources of your own. A minimum of 3 scholarly sources is expected in APA format.

 

Answer the following objectives for each scenario,

 Summary of case: This should include not only what was in the case, but additional

research you conduct on the outcomes of the case. What happened? Who was found

 

 

Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide

2

responsible? What were the legal ramifications?

 Analysis and assessment: What are the quality-control problems in this case? This

will come from whichever quality assessment technique you chose.

 Performance improvement plan (PIP): This is where you say what SHOULD be

done to prevent this error from occurring again, based on your analysis.

 Methods to incorporate or overcome local, contemporary, and corporate

cultures: List and describe a few (no more than five [5]) validated approaches to

accomplish this.

 Identify and overcome other barriers to implementation success: Aside from

culture, what else could be a barrier? Education? Training? Lack of resources,

including money?

 Develop a maintenance plan: What will you do to be sure the organization never

forgets? Will you require onboarding orientation that addresses this issue? Will you

require annual refresher courses for current employees?

 Develop an assessment plan: What METRICS will you use to evaluate the effects of

the PIP? How will you know when you have accomplished what you set out to do?

Scenario 1

You are a new administrator at Jonestown Medical Center. You receive a telephone call from the

nurse manager of the emergency room. Dr. Smith, an emergency room physician who is an

employee of your hospital, has just reported for duty. The nurse manager suspects that Dr. Smith

is intoxicated. What do you do?

Scenario 2

You are the CEO of Sleepy Hollow Retirement Community and Nursing Center. A resident’s

 

 

Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide

3

family has come to you to complain that their loved one, who is on pain medication, is in

intolerable pain. Her medications appear not to be working anymore. One of the family members

states, “My 90-year-old mother saw the nurse put the pain medicine in her pocket.” What do you

do?

Scenario 3

You are the practice manager of Docs R Us, Ltd., a large multispecialty medical practice

employing more than 100 physicians. You are conducting a random review of billing for doctors

in the practice and you discover that one of the internists in your group who treats mostly

Medicare recipients has been checking off the wrong code for her procedures on the billing form.

The procedures on the patient record do not match the billing form codes. You pull up her files

from the past 3 months and find a pattern of up-coding. When you meet with her to review this

miscoding, she becomes very defensive and angry. What do you do? How could you have

prepared better for the meeting with the physician?

Scenario 4

You are the assistant director of the hospital medical staff office at the Rural Outreach

Community Hospital in a tiny town in Arkansas. It is your job to verify physician credentials for

staff privileges. Your hospital receives an application from a physician for staff privileges. On

his application, it states that he graduated from medical school in El Salvador. When you call to

verify this, you are told that the medical school burned down two years ago and all the records

were destroyed. What do you do?

Scenario 5

You are a new administrator at a hospital, well-known for pulmonary medicine. The physicians

in the Intensive Care Unit (ICU), the Emergency Room (ER), and the department of pulmonary

 

 

Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide

4

medicine have demanded to meet with you about the shortage of respiratory therapists. You stall

them for 48 hours so you can gather data. What types of information will you need to collect to

have an intelligent conversation with this powerful group of physicians?

Scenario 6

Dr. White ordered an unusual dose of a medication. May Patterson, RN, sees the order and

believes it to be the wrong dose. She calls Dr. White, who insists that she give the medication—

as written. Nurse Patterson calls you, the administrator on call for the weekend, to resolve this

Resources

American Medical Association (AMA). (1992). Opinion 9.031 – Reporting impaired,

incompetent, or unethical colleagues. Retrieved from https://www.ama-

assn.org/ama/pub/physician-resources/medical-ethics/code-medical-ethics/opinion9031.page?

Brady, S., & Keene, S. (2008). Respiratory therapists can facilitate positive change with

institutional support. The Internet Journal of Health Administration, 6 (1), 1–5.

Bureau of Labor Statistics (BLS). (2014). Respiratory therapists. Occupational outlook

handbook, 2014–15 edition. Retrieved from http://www.bls.gov/ooh/healthcare/respiratory-

therapists.htm

Centers for Disease Control and Prevention. (n.d.). Risks of healthcare-associated infections

from drug diversion. Retrieved from http://www.cdc.gov/injectionsafety/drugdiversion/

Eiler, M. A. (2006). Helping doctors help patients for 100 years: Happy birthday AMA physician

masterfile. AMA Physician Credentialing Solutions, 9 (2).

Geruso, M., & Layton, T. Upcoding: Evidence from Medicare on squishy risk adjustment.

National Bureau of Economic Research (NBER) Working Paper No. 21222. Retrieved from

http://www.nber.org/papers/w21222

 

 

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Government Accounting Office (GAO). (2010, January). VA health care: Improved oversight

and compliance needed for physician credentialing and privileging processes. Report

number GAO-10-26. Washington, DC: Author. Retrieved from

http://www.gao.gov/new.items/d1026.pdf

InformationWeek Healthcare. (2014, Jan 13). Feds must prioritize EHR billing fraud, watchdogs

say. Retrieved from http://www.informationweek.com/healthcare/electronic-health-records/feds-

must-prioritize-ehr-billing-fraud-watchdogs-say/d/d-id/1113403

Mallow, Peter J., Pandya, Bhavik, Horblyuk, Ruslan, Kaplan, Harold S. (2013) Prevalence and

cost of hospital medical errors in the general and elderly United States populations. Journal

of Medical Economics 16, 1367-1378

Mossman, D. (2011, September). Physician impairment: When should you report? Current

Psychiatry, 10 (9). Retrieved from http://www.currentpsychiatry.com/home/article/physician-

impairment-when-should-you-report/b96b78e7be21952839fac3aef998fbb8.html

National Association of Drug Diversion Investigators (NADDI). (n.d.). Retrieved from

http://www.naddi.org/aws/NADDI/pt/sp/home_page

National Board for Respiratory Care (NBRC). (2015). Examinations. Retrieved from

https://www.nbrc.org/Pages/examinations.aspx

National Practitioner Data Bank (NPDB). (2015). National practitioner data bank: About us.

Retrieved from http://www.npdb.hrsa.gov/topNavigation/aboutUs.jsp

Keers, Williams, Cooke, and Ashcroft (2013). Causes of Medication Administration Errors in

Hospitals: a Systematic Review of Quantitative and Qualitative Evidence. Drug Saf. 2013;

36(11): 1045–1067. Retrieved from: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3824584/

 

 

 

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Occupational Safety and Health Administration (OSHA). (2015). Guidelines for preventing

workplace violence for health care & social service workers. Retrieved from

https://www.osha.gov/Publications/osha3148.pdf

Office of the Inspector General (OIG). (n.d.). Spotlight on drug diversion. Retrieved from

http://oig.hhs.gov/newsroom/spotlight/2013/diversion.asp

Perz, J. (2014, June 2). Drug diversion in healthcare settings. Retrieved from

http://www.medscape.com/viewarticle/825801

Pinalla, Murillo, Carrasco, and Humet (2006). Case-control analysis of the financial cost of

medication errors in hospitalized patients. Eur J Health Econ. 2006 Mar;7(1):66-71.

Reichgott, M. J. (2005). The impaired physician. Retrieved from

https://www.einstein.yu.edu/uploadedfiles/education/gme/the%20impaired%20physician%20reich

gott%20version3(1).ppt

The Joint Commission (TJC). (2008, July 9). Behaviors that undermine a culture of safety.

Sentinel Event Alert, Issue 40. Retrieved from

http://www.jointcommission.org/sentinel_event_alert_issue_40_behaviors_that_undermine_a_cul

ture_of_safety/

The Joint Commission (TJC). (2009). The Joint Commission guide to improving staff

communication (2nd ed.). Oak Brook, IL: Joint Commission Resources.

The Joint Commission (TJC). (2010, June 3). Preventing violence in the health care setting.

Sentinel event alert. Issue 45. Retrieved from

http://www.jointcommission.org/assets/1/18/sea_45.pdf

The Joint Commission (TJC). (2014, August). Preventing violence and criminal events.

QuickSafety: An advisory on safety & quality issues, Issue Five. Retrieved from

http://www.jointcommission.org/assets/1/23/Quick_Safety_Issue_Five_Aug_2014_FINAL.pdf

 

 

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Van Den Bos, Rustagi, Gray, Halford, & Ziemkiewicz, (2011) The $17.1 Billion Problem: The

Annual Cost Of Measurable Medical Errors. Health Affairs April 2011 vol. 30 no. 4 596-60.

Retrieved from http://content.healthaffairs.org/content/30/4/596.full

 
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