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Manager Interview Paper

November 18, 2023/in Uncategorized /by Daniel Jennings

I have the outline already, I just need a writter write 5 pages paper follow by three materials and my outline

Thank you

The purpose of this assignment is to give you the opportunity to conduct an interview with a manager to enable you to better understand a manager’s day-to-day responsibilities, examine the approaches the manager uses on the job, and identify how these approaches are related to theories and concepts in organizational behavior.

The Interview:

First, you should identify a manager who is willing to be interviewed. For purposes of this assignment, a manager is a member of an organization with three or more subordinates who report directly to him or her. Any type of organization is acceptable.

Second, you should ask the following introductory questions to get general information:

· How long have you been with the company? Held your current position?

· What are the three most important tasks you are responsible for accomplishing?

· What do you lime most about being a manager? Least?

However, the majority of the interview should focus on determining how the manager handles the following three aspects of his or her job:

· Creating satisfied employees (Ch. 4)

· Motivating employees (Ch. 7)

· Leading employees (Ch. 2)

You should not expect managers to discuss how they do their job using the terms, theories, and concepts we discuss in class. Instead, your job is to ask more pointed questions and then interpret the responses in relation to course material. In other words, don’t ask the manager “Do you use Goal Setting Theory in motivating your employees?” Instead, pick 2 or 3 topics in each chapter that interest you and ask questions around those in common phrases. For instance, you could ask, “Do you use goals to motivate employees? Why or why not?” (from goal-setting theory). Then, interpret these responses in terms of theories and concepts that appear in your textbook and in lecture.

The Paper:

Think about the manager’s responses to your interview questions. Your paper should summarize the interview findings in relation to theories and concepts we have reviewed in class (book chapters, assigned material). The paper should not be in a question and answer format and should not be a verbatim transcript of the interview. Your paper should be approximately 5 to 6 pages (12 point font, double-spaced) – About 1 page for background (incorporate the introductory questions), 1.5 pages regarding “creating satisfied employees”, 1.5 pages regarding “motivating employees”, and 1.5 pages regarding “leading employees”.

MANAGER INTERVIEW PAPER – GRADING RUBRIC:

Part I: Background

a. Introduction that incorporates responses to introductory questions. (2 points possible)

Part II: Creating Satisfied Employees

a. Summarizes, integrates, and interprets the manager’s responses. (3 points possible)

b. Ties manager’s responses into concepts from class. (3 points possible)

Part III: Motivating Employees

a. Summarizes, integrates, and interprets the manager’s responses. (3 points possible)

b. Ties manager’s responses into concepts from class. (3 points possible)

Part IV: Leading Employees

a. Summarizes, integrates, and interprets the manager’s responses. (3 points possible)

b. Ties manager’s responses into concepts from class. (3 points possible)

Part V: Other

a. Grammar, spelling, and formatting (5 points possible)

Total 25 points

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Case Study The Georges Hotel

November 18, 2023/in Uncategorized /by Daniel Jennings

staffing ManageMent Student Workbook

the georges Hotel

scenario C: staffing and employee Conduct

By Myrna L. Gusdorf, MBA, SPHR

Project team

Author: Myrna L. Gusdorf, MBA, SPHR

SHRM project contributor: Bill Schaefer, SPHR, CEBS

External contributor: Sharon H. Leonard

Copy editing: Katya Scanlan, copy editor

Design: Terry Biddle, senior design specialist

Please note: All company and individual names in this case are fictional.

For more information, please contact: SHRM Academic Initiatives 1800 Duke Street Alexandria, VA 22314 USA +1-800-283-7476 (US only) +1-703-535-6432 Fax

12-0843C

The GeorGes hoTel

The Hotel

■ 163 guest rooms, 65-70 employees.

■ Front desk: 10 employees.

■ Valet parking services: 8 employees.

■ Housekeeping: 28 employees.

■ Engineering and facilities maintenance: 4 employees.

■ Management and administrative: 15-20 additional staff members assigned to departments throughout the hotel, including management, office support and sales.

The Garden Terrace Restaurant

■ Approximately 35 employees.

■ The restaurant is open daily from 5:00 a.m. to 10:00 p.m.

■ In addition to restaurant dining, the restaurant provides 24-hour room service and full catering services for meetings, conventions and other hotel events.

The GeorGes hoTel

The Mitchell Family

■ Jeff Mitchell: Chief executive officer, owner and brother of Chad.

■ Chad Mitchell: Vice president of community relations, owner and brother of Jeff.

■ Cindy Mitchell: Director of human resources and Chad’s wife.

■ Michael Mitchell: Sales and operations associate, Chad and Cindy’s son and recent MBA graduate.

■ Brandon Mitchell: Chad and Cindy’s son who is studying for a degree in culinary arts and anticipates a career as an executive chef. Not currently on staff.

■ Julie Mitchell: Jeff’s daughter who is about to complete an MBA program at a prestigious university. Not currently on staff but expects to work at the hotel after graduation.

■ Dale Elsner: Catering service manager in the Garden Terrace Restaurant and Cindy’s brother.

■ Numerous nieces, nephews, cousins and friends of the family are employed throughout the hotel.

The GeorGes hoTel

Organizational Chart

The Garden Terrace resTauranT

Organizational Chart

General manager

Controller

Chief engineer

Maintenance employees

Housekeeping manager

Room attendants Room inspectors

Laundry employees

Valet supervisor Valet employees

Chad Mitchell VP, community

relations

Assistant general manager

Front office manager

Front desk agents Reservationists

Concierges

Cindy Mitchell director, human

resources

Director, sales and marketing

Sales managers Sales associates

Jeff Mitchell CEO

David Chang general manager

Shift supervisors

Catering associates

Dale Elsner manager, catering

Service staff Food servers

Hostess Bussers

Chad Mitchell VP, community

relations

Executive chef

Cooks and kitchen staff

Cindy Mitchell director, human

resources

Jeff Mitchell CEO

The GeorGes hoTel

The Case The Georges Hotel is a small European-style boutique hotel located along the Magnificent Mile in Chicago. It is co-owned by two brothers, Jeff and Chad Mitchell. The brothers grew up in the hospitality business; they were raised at the roadside motel their parents owned in the 1960s. Even as a child, Jeff loved the hospitality business. As soon as he was old enough, he worked side by side with his father and was happiest when greeting guests at the front desk and showing them to their rooms. He even enjoyed the less glamorous work and did not mind being asked to sweep the parking lot or to clean a room when housekeeping was short-staffed. It didn’t matter what he did as long as it was motel work. He never tired of the guests, no matter how cranky they were on arrival. Jeff always greeted them warmly and was there again in the early morning to wish them bon voyage when they packed up their cars and drove away. Today Jeff is chief executive officer of the Georges Hotel. He makes most of the decisions and manages the hotel’s day-to-day operations from his corner office on the top floor.

Chad is the younger Mitchell brother. He had no interest in working at the motel as a child, and he remains the same as an adult. Chad is vice president of community relations at the hotel, and he too has a top floor corner office. He still has little interest in the hotel business, though. He spends most of his time playing golf. When Chicago’s weather precludes golfing, he jets off to his favorite courses in Florida and Arizona or to his second home in Palm Springs, leaving his wife, Cindy, to monitor his interests in the partnership. Cindy has no interest in golf, hates the hot climate of Palm Springs and greatly prefers her work at the hotel.

Cindy is the director of human resources. She has been a working member of the management team since the brothers bought the run-down hotel and renovated it to create the Georges. Although Cindy had no management or HR experience before her work at the Georges, she is a natural leader. She is personable, well respected by the staff and is an asset to Jeff in the day-to-day management of the hotel. In many ways, it’s the perfect situation for all three Mitchells. Cindy loves her work, and her management role enables Chad to shun the office and remain nearly guilt-free while jetting from one golf course to another, and Jeff is not burdened by Chad’s disinterest in the hotel. Instead, he has an excellent partner in Cindy, with whom he often consults on difficult decisions.

The next generation of Mitchells is already being groomed to take over when the time comes. Jeff’s daughter, Julie, is nearly finished with an MBA program. She will start in sales and marketing after graduation and then move on to gain experience in operations and general management. Jeff wants her to have a solid background in all aspects of managing the hotel so she is fully prepared to assume the responsibilities of CEO when he retires.

Chad and Cindy have two sons, Michael and Brandon. Michael graduated with honors in his MBA program and is now a sales and operations associate at the hotel. Brandon is currently enrolled in a culinary arts program. He loves the creativity

and hands-on aspect of cooking, and Cindy doesn’t expect they will get him out of the kitchen and into management. She and Chad anticipate that Michael will be the future CEO of the Georges Hotel.

Family relationships at the hotel include more than just the immediate family. Although Jeff has been divorced since his daughter, Julie, was five years old, Julie’s mother came from a large family. There is an extensive network of nieces and nephews—all of whom are Julie’s cousins—employed throughout the hotel. The same is true for Chad and Cindy’s family. Cindy’s brother, Dale, is the catering services manager, and a number of Cindy’s cousins and children of friends are employed at the hotel.

These family connections at the hotel occurred spontaneously because Cindy always preferred to hire by referral. As a result, many employees brought in family members as new hires. Cindy and Jeff believe that family connections among employees benefit the hotel. When jobs are available, Cindy continues to hire by referral, reminding employees that family connections are valued and not frowned on. Family and employees are so important that when Jeff, Chad and Cindy wrote the hotel’s mission statement, they agreed to equally emphasize hotel guests and employees. The hotel’s mission promises guests exemplary service and a memorable hotel experience. For employees, it promises a superior work environment and continued support for a satisfying career.

To foster the family atmosphere, staff members are encouraged to invite family members to lunch. Families are always included in summer picnics and holiday parties that are hosted by the hotel. Employees post their children’s pictures and announcements of new babies, graduations, weddings and other family accomplishments on the bulletin board in the break room. Cindy and Jeff try to remember the names and relationships of staff members so they can personally congratulate parents on their children’s accomplishments.

The hotel has done well financially in spite of the expense of renovating the original structure. The hotel was generating a profit within two years of opening, and it continues to be profitable with a high occupancy rate and a solid reputation as a desirable convention venue. Jeff believes it is now time to build on that success and expand to a second Georges Hotel. He has had his eye on another run-down hotel near the riverfront section of Chicago for several years. It closed years ago and has been abandoned and boarded up while a lengthy court battle ensued over ownership rights and bankruptcy. The legal cloud finally lifted after years of litigation; as the current owner, the bank is looking for a solid buyer. With the Georges’ history of successful renovation and with current interest rates at historic lows, Jeff believes the time is right for a second Georges Hotel in Chicago. When the second hotel is up and running, he wants to move on to a third. And then, who knows? Jeff envisions a chain of Georges Hotels in major cities across the United States.

As exciting as the possibilities are, Cindy believes that to ensure their success as a multiunit organization, they need more structured management and employee policies than they currently have. The HR department has primarily been an

administrative agency, and there hasn’t been much need for things to be otherwise. There is no employee handbook, little formal policy structure, no employee complaint procedure and very little supervisor training. Cindy anticipates that a larger hotel organization will require a far more strategic HR department than she currently manages.

Nepotism has worked well for staffing the current hotel, but Cindy recognizes the downsides to hiring friends and family and knows it will not be adequate for staffing a multiunit organization. For example, there is an assumption among some employees that if you are a close friend or are related to a supervisor or a manager, you have a job at the hotel for life. Consequently, some employees do as little as possible with no repercussions, and supervisors are reluctant to discipline employees because they are probably someone’s family member or good friend. There are also attendance problems, but everyone protects their friends and family, and employees have little accountability for performance. Cindy wants to resolve these employee issues before opening a second hotel. At the same time, she wants to ensure that the implementation of new policies will not diminish the positive aspects of family that are inherent in the organizational culture of the hotel—values she believes have contributed significantly to the success of the organization.

In Cindy Mitchell’s Office Cindy picked up her phone and punched in the number for Jeff’s administrative assistant. She is calling to schedule a meeting with Jeff for later in the week. She has drafted some policy changes she believes are necessary for the new larger organization, and she wants to share them with Jeff.

“Jeff loves construction,” Cindy thought to herself while she waited for the administrative assistant to answer. “I remember when we built the first hotel. He got so caught up in the building process that he forgot about the management structure needed to successfully operate the facility after it was completed. Adding a second hotel is a huge challenge and the perfect opportunity to solidify our management processes so we can replicate it to additional hotels as we add to the Georges. I’m excited to get started.”

The GeorGes hoTel

scenarIo c

Players: ■ Jeff Mitchell, CEO

■ Cindy Mitchell, director of HR

■ Savanna Worthington, assistant to the HR director

Jeff and Cindy’s meeting included a discussion of a number of employee issues they agreed need to be resolved before opening a second hotel. Cindy was especially concerned about staffing and employee performance.

“I admit, Jeff, in the early years I wasn’t as careful about hiring as I should have been. It just seemed logical to hire employee referrals. Maybe we were just lucky, but that generated some excellent employees, and we still have a lot of those first hires on staff. Do you know Max in corporate sales?”

“Yes, of course I know Max,” said Jeff. “He’s been great in sales. He brought in several conferences last spring that I think will generate repeat business for a long time to come. We couldn’t ask for a better person to represent our hotel in the business community.”

“Did you know he’s Teresa’s son?”

“Teresa? You mean Teresa in food service?”

“Yes. She came to me several years ago when Max was just out of high school. She told me he was taking business classes at the community college and that he was working hard to get into sales, so I told her to send him around when he was ready. I wasn’t sure when he first came on, but I couldn’t tell him no, and his mother was counting on it. Fortunately, he’s been a real success story here.”

“Teresa must be very proud of him,” said Jeff.

“I’m sure she is. But the downside to my employee referral system is that for every Max we have on staff, we have two or three others who are not up to speed. Employees seldom come to me with complaints, but I know there are rumblings about employees who don’t pull their weight and about supervisors who protect their friends and look the other way when things aren’t going well. We certainly can’t staff a new hotel without a better process.”

“You’re absolutely right, Cindy. How do you want to handle it?” asked Jeff.

“First, I want to correct our past mistakes. I want to go through our employee records and make sure they are compliant and up to date in all areas. I don’t have time to go through the records with the detail we need, so I want to hire an HR assistant to help me get things in order. I’ve already written a job description for the new position. When that project is done, we need to create a staffing plan that will

carry us into the future. We need a plan that is appropriate for the current hotel and that will carry over to new units.”

“Good idea, Cindy,” Jeff said as he started to laugh. “Do you have somebody’s cousin available that you can hire for the new HR position?”

“No, Jeff! That’s just the point,” Cindy smiled. “I’ve posted the job notice on our website, and I’ve already received a few applications. I want someone with an HR education and job experience. It’s probably best if they’re not anyone’s cousin,” Cindy said. She was laughing too.

A Few Weeks Later The job posting generated several qualified candidates. After interviews and background checks, Cindy hired Savanna Worthington. Savanna had a bachelor’s degree in management and experience in the HR department of a large hospitality organization. She was a great fit for the new position. Cindy was delighted with her new assistant.

Savanna’s first task was to ensure that all employee files contained proper documentation and are current. Cindy explained that in the early years when she was hiring many friends and relatives, she did not always do a thorough background check or insist on proper documentation for I-9 requirements. Cindy said to Savanna, “How could I ask my cousin’s daughter for ID when I was there when she was born? It seemed ridiculous at the time, but now we have a hodgepodge of incomplete files that need to be corrected.” She gave Savanna permission to run background checks, get DMV records and ask employees for ID whenever the files were lacking. She also asked Savanna to report any issues that could present problems for the hotel. Savanna found a number of issues that needed to be addressed in the next few weeks:

1. A number of employees have no I-9 documentation on file. Savanna asked them to provide current documentation, and most have complied. However, there are four employees who have not presented documentation. They are all long-time employees.

2. A background check found that a three-year employee in housekeeping is a registered sex offender. He is the son of the valet services manager. There is a completed I-9 in his file, but no background check was conducted at the time of hire.

3. A DMV record check shows that an employee in catering received a DUI three months ago and had his driver’s license suspended. The employee drives the hotel van to make catering deliveries. He never reported the DUI to HR. The employee is the son of the hotel accounting manager.

4. Two kitchen employees were previously in a romantic relationship. The relationship went sour, and the two are no longer together. A no-contact restraining order had been served against one of the employees, but the employees still work in the same area.

scenarIo c: QuesTIons for underGraduaTe sTudenTs ■ What should be done about these employee issues?

■ Devise a process that can be used in the future to ensure that these issues do not happen again.

scenarIo c: QuesTIons for GraduaTe sTudenTs

Cindy was right to hire Savanna to correct employee issues and to ensure that documentation is up to date and appropriate in employee files. Hiring Savanna to manage that process will allow Cindy to focus on the bigger challenge: ensuring there is appropriate staff when the hotel becomes a multiunit organization. Hiring by referral has largely been a success in the past, but Cindy knows it will not be adequate for the future. There is no staffing plan for the hotel. Cindy wants to start the strategic planning process with a particular emphasis on staffing.

■ Create a staffing plan for the Georges Hotel.

■ Your plan must correct the current staffing issues and address staffing needs for future hotels as the organization expands.

If you are not a shrM member and would like to become one, please visit http://www.shrm.org/about/membership/pages/default.aspx.

http://www.shrm.org/about/membership/pages/default.aspx

1800 Duke Street Alexandria, VA 22314-3499

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HRM In Real Word

November 18, 2023/in Uncategorized /by Daniel Jennings

BUSA 206 – Individual Assignment

Student Name:

Criteria* Grade and feedback Description of HRM Challenge (7 marks)

• Clearly describes an HRM challenge set in a real life context • Expresses whether the challenge is from your own experience OR

secondary sources o If using secondary sources, the sources used are appropriate

and articulate a specific challenge o If using own experience, your position in the context of the

issue is explained

Application of course concept, model or theory (10 marks) • Selects and accurately explains a relevant concept, model or theory

from textbook • Clearly explains why the chosen model/theory is relevant to the

challenge described above • Evidence of critical thinking skills related to assessing “fit” between

concept/model/theory and specifics of challenge identified • Evidence of critical thinking skills related to arguments for overlap or

gaps between theory and practice (i.e. real life situation described)

Organization and writing (3 marks) • Paper is clearly written, well organized and flows well • No grammar and spelling errors • Not too long or too short (i.e. between 800-1200 words) • APA format for citations and references • Formatted consistent with School of Business standards

Total (out of 20 marks) /20 * “Organization and Writing” is an independent grading criterion but is relevant to the paper’s ability to convey ideas in each area described in this rubric. Therefore, poor writing, errors, typos and formatting issues could result in lost grades in multiple areas of the rubric (e.g., “Organization and Writing” and “Description of Management Challenge”).

Key: ✔: Criteria was satisfied ~: Criteria was only partially satisfied ✗: Criteria was not satisfied

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Assignment 5: Change Management Plan

November 18, 2023/in Uncategorized /by Daniel Jennings

Assignment 5: Change Management Plan

Due Week 10 and worth 300 points

In this assignment, you will combine the previous four (4) assignments into a proposal that you could present to the executive leadership and board members. You will argue the value of the change management plan to the overall success of the organization. Add to your previous submissions a plan for sustaining the change in the long run.

Write a six to ten (6-10) page paper in which you:

Section I: Organization: Describe the organization and comment on the HR change that the organization should make. Utilize effective diagnostic tools to assess the organizations ability to change. Support assertions with theoretical evidence.

Describe the company in terms of industry, size, number of employees, and history.
Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
Formulate three (3) valid reasons for the proposed change based on current change management theories.
Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change.
1. Provide results of the diagnostic analysis
2. Explain the results
Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.

Section II: Kotter Change Plan: Utilizing the Kotter eight (8) step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement.

Ascertain how each of the steps applies to your specific organization.
Develop a strategy that illustrates how you would address each of the eight (8) stages of change:
1. Establishing a sense of urgency
2. Creating coalition
3. Developing vision and strategy
4. Communicating the vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches into the culture

Section III: Resistance and Communication: Research methods of minimizing resistance to change and create plan to address resistance within your change management initiative.

Diagnose the reasons for resistance to change.
Interpret the potential causes of resistance in the organization. Identify and describe three (3) potential causes of resistance to your change plan. Identify and describe three (3) potential sources of resistance to your change plan.
Create a plan for minimizing possible resistance to your change management plan.
Elaborate on the relationship between resistance to change and communication.
Evaluate three (3) communication strategies.
Recommend one (1) communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.
Create a solid communication plan for your change initiative.

Section IV: Sustaining Change: Research methods of sustaining change in organizations and create a plan for sustaining proposed change.

Recommend two (2) strategies for sustaining change:
1. Diagnose the two (2) theories from a scholarly perspective
2. Evaluate why the strategies selected are viable for the organization

Section V: Presentation: Create a visually appealing and informative presentation espousing the importance of the change management plan you developed.

Create a ten to fifteen (10-15) slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria:
1. Be creative in your design so that is appealing to others.
2. Ensure that all of the MAJOR points of the plan are covered.
3. Create bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint. Note: You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication.
4. Use a professional technically written style to graphically convey the information.
5. Create a video of yourself presenting the presentation to key stakeholders. Note: View the “Creating a Presentation for Your Course” playlist, located here for tutorials on creating and submitting video assignments.

Section VI: References: Utilize good scholarly research skills and writing skills to develop a solid change plan and presentation.

Use at least ten (10) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources
Write clearly and concisely about managing organizational change using proper writing mechanics.

The specific course learning outcomes associated with this assignment are:

Evaluate the reactions to change including identifying signs of resistance and approaches to managing it.
Evaluate strategies for communicating change.
Use technology and information resources to research issues in managing organizational change.
Write clearly and concisely about managing organizational change using proper writing mechanics.
Evaluate strategies for communicating change.

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Freeman-Brown Private School Case Study

November 18, 2023/in Uncategorized /by Daniel Jennings

Refer to the “Freeman-Brown Private School Case Study” document for details pertaining to this assignment.

The board of directors at Freeman-Brown Private School (FBPS) has hired you as part of a consulting team to review the situation and present your findings and recommendations. Write a paper (1,250-1,500 words) that discusses the case. Complete this assignment from the perspective of the hired consultants. Respond to the following questions:

Review how organizations interact with their external environment (as open systems and complex adaptive systems). How effective was Freeman-Brown as an open system at the time of the closure? How effective was Freeman-Brown as a complex adaptive system at the time of the closure?
Review your reading this week on the internal environment of organizations. What is your evaluation of the organizational culture andorganizational climate at the time the decision to close two campuses was made?
What is your evaluation of the decision made by Dr. Murphy and Caudill? What is your evaluation of the process of going about the closure?
Was FBPS demonstrating social responsibility? Discuss the closure impact on three specific stakeholders.
Provide an explanation, using appropriate management theories, for how the administration could have handled the closure effectively with stakeholders? Include one theory from each of the following: the classical approach, the human relations approach, and the modern management approach.
You have been asked to suggest two goals: one long-term and one short-term goal for the future direction of FBPS. Justify your decision.
Present a concluding statement that integrates the 4 functions of management as a means to revamp management at FBPS and meets the recommended goals.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin.

___________________________________________________________________________________________

****PLEASE ONLY USE PROVIDED RESOURCES AS PROFESSOR IS VERY PICKY ABOUT THIS*******

Website Resources (attachments as well):

http://www.valuebasedmanagement.net

https://geert-hofstede.com/cultural-dimensions.html

MGT-420-RS-Freeman-Brown Private School Case Study.docx

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MGT 310 QUIZ 3 MCQS Question 1 Of 25 Environmental Scanning Is

November 18, 2023/in Uncategorized /by Daniel Jennings

Question 1 of 25
Environmental scanning is a:
A.Planning process
B.Organizing process
C.Leading process
D.Controlling process
Question 2 of 25
Conscientiousness is the one personality trait that uniformly predicts:
A.How highly adaptable to change a person is
B.How highly motivated a person is to learn a new skill
C.How highly detailed a person will be
D.How highly performance oriented a person will be
Question 3 of 25
Why should managers understand how visual perception may be biased?
A.Managers have a tendency to compare and contrast objects and people to each other.
B.Managers are prone to errors and biases when perceiving themselves.
C.Managers rely on their visual perception to form their opinions about people and objects around them.
D.Bias in visual perception tends to interfere with the management process.
Question 4 of 25
How we perceive others will shape our behavior, which in turn:
A.Will shape the behavior of the person we are interacting with
B.Will lead to undue success or failure
C.May lead to wrong inferences about objects in our environment
D.Will lead to generalizations
Question 5 of 25
Exit interviews are often conducted by:
A.Employee manager
B.Human resources representative
C.Outside consultants
D.Top management
Question 6 of 25
Managers need to consider the individual and the situation when making:
A.Organizing decisions about the job
B.Leading decisions about the organization
C.Controlling decisions about the departments
D.Planning decisions about the strategies of the company
Question 7 of 25
Motivating employees is a managerial function of:
A.Leading
B.Controlling
C.Organizing
D.Planning
Question 8 of 25
How much of a manager’s time is spent communicating?
A.10-25%
B.25-50%
C.50-90%
D.90-100%
Question 9 of 25
A downside of the office grapevine is:
A.Information is not accurate
B.Managers do not participate in the exchange of information
C.The grapevine lacks a specific sender
D.The informal structure hinders communication
Question 10 of 25
Stories can serve to reinforce and perpetuate an organization’s culture, which is part of the POLC function of :
A.Planning
B.Organizing
C.Leading
D.Controlling
Question 11 of 25
According to one study, what percent of a receiver’s comprehension of a message is based on the sender’s actual words?
A.3%
B.5%
C.7%
D.10%
Question 12 of 25
Which of the following is not an example of a medium rich communication channel?
A.Handheld devices
B.Blogs
C.Written letters and memos
D.Legal documents
Question 13 of 25
Communication within an organization flows:
A.Upward
B.Downward
C.Lateral
D.Many directions
Question 14 of 25
How groups function has important implications for organizational:
A.Hierarchy
B.Mission and vision
C.POLC function
D.Productivity
Question 15 of 25
Group members are becoming more authentic as they express their deeper thoughts and feelings in the stage of:
A.Forming
B.Storming
C.Norming
D.Performing
Question 16 of 25
An ideal time to host a social or team-building event is at the stage of
A.Forming
B.Storming
C.Norming
D.Performing
Question 17 of 25
The tendency of individuals to put in less effort when working in a group context is called:
A.Groupthink
B.Cohesion
C.Punctuated equilibrium
D.Ringelmann effect
Question 18 of 25
Teams that individuals from different parts of the organization are called:
A.Task force
B.Product development teams
C.Cross-functional teams
D.Virtual teams
Question 19 of 25
Pooled interdependence exists when:
A.Team members may work independently and simply combine their efforts to create the team’s output
B.If one person’s output becomes another person’s input
C.When the team decides they should work together on each phase of a project
D.The reward that an individual receives depends on the performance of others.
Question 20 of 25
A key consideration when forming a team is to understand the personality traits needed before starting the selection process as well as the team members’:
A.KSAs
B.Potential
C.Leadership traits
D.Work ethic
Question 21 of 25
The implications of the ERG theory is that we need to recognize which of the following?
A.The multiple needs that may be driving an individual at a given point
B.Understand group behaviors
C.Job design is critical to motivation
D.How to reward employees better
Question 22 of 25
Job design is one of the many organizational design decisions managers must make when engaged in the POLC function of:
A.Planning
B.Organizing
C.Leading
D.Controlling
Question 23 of 25
Controls can cost the organization through
A.decentralized decision-making.
B.opportunity recognition.
C.botched implementation.
D.layoffs
Question 24 of 25
One of four top mistakes companies appear to make regarding how to set and use non-financial controls effectively is
A.not to link control to customer demands.
B.failing to validate the link between non-financial control and financial control.
C.failing to set appropriate performance targets.
D.failing to set goals too high
Question 25 of 25
One way to help employees connect with the people and things that will help them achieve their professional goals is to:
A.Develop goals that stretch their ability
B.Give them assignments that are engaging
C.Connect people with mentors and help them build networks
D.Promote deserving employees

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Team Work 3

November 18, 2023/in Uncategorized /by Daniel Jennings

Slide 1: Introduction THEME: Grinch

Slide 2 :Summary aka Objectives and competency

Slide 3 :

Types of Conflicts

· Relationship

· Task

· Process

(Magen)Notes: There are three different of conflicts that are created because of team differences. These differences could be personality, interests, views, information or preferences. Defining different conflicts allows you assess or measure which type it is by asking some important questions. In relationship conflicts, “how often do people get angry while working in a team?” In task conflicts, “ Do the teams members often disagree each other’s opinions?” The process conflicts, “Does the team often argue about task role assignments?” Asking questions like these will allow to determine about of conflicts are prevalent amongst your team.

Slide 4:

Relationship Conflict

· Personal issues

· Social issues

Task Conflict

· Group work issues

Process Conflict

· Task Strategy

· Delegation of tasks

· Resources

(Magen)Notes:

++Relationship conflict is based on the social or personal issues like individual egos or team friction. Relationship issues is the top conflict avoided by the teams. They are also the hardest and most exhausting to deal with. Team members in these situations tend to battle one another to solve issues, but it resolves in the opposite. It results in the team members not working together, members quitting, or creating an environment of fear to express any issues.

++Task conflict is based on the merits of ideas, plans, and projects. Task conflicts is rarely personal to the team members. It more of a conflict focusing on the group dynamic. If the team members feel supported by group than they will be more willing to speak up and supports the others. The conflict arises when the team members feel there will be harm to the group and show less supports. Task conflict can also be helpful for the team to spark their creative side to come up with new ideas.

++ Process conflict is based on argument of how the team will achieve a task or goal. When a team is working on a process to finish a product, conflict could arise about how quick or slow the products will be produced. If one side of team rushes an issue instead discussing it sensibly, it will create friction for the team and their resources.

Slide 5

Conflict in Teams

· Performance

· Complex Tasks

· Easy to process information and direction

· Conflict expression

(Savannah)++When teams have relationship conflict, their team performance and outcome suffer negatively. How can you change this? There are three conditions that enhance team performance and productivity. One-Tasks that are sufficiently complex keep them members engaged and more active. Two-Team members need to be able to process information to understand the task and ultimate end goal or outcome. Three-Conflict should be expressed in an appropriate manner when it occurs. Communication is key when working through conflict in a team. Studies show that mild task conflict is good for team members because it allows the members to be active, interested, and excited in the conflict.

Slide 6

· Personality

Insert Graph or chart

· High in openness/emotional stability=positive impact on performance

· Low in openness/emotional stability=negative impact on performance

· Team Power

· Destructive behavior-Process conflict is higher in high power teams and causes underperformance

· Constructive behavior-Process conflict is lower in lower power teams and allows for high performance

(Savannah)++Teams are a dynamic group of people, and personality plays a large part in team conflict, resolution, and performance. As shown in the chart above, teams that are open, communicate, and relate to each other are more likely to have positive performance and outcome. Those that do not, are more likely to have a negative performance and outcome.

++ Team member’s power can either cause the team to be destructive or constructive. Teams with members in a higher power are more likely to have higher process conflict and perform lower than lower power teams.

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HR Final

November 18, 2023/in Uncategorized /by Daniel Jennings

OL 211 Final Project Guidelines and Rubric

Overview Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human resource (HR) responsibilities, but also understands the vision and mission of the organization. To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of the organization in the Moller-Maersk case study located in the Harvard Business Review Coursepack. Be creative in assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan. The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven. This assessment addresses the following course outcomes:

 Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization

 Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business

 Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan  Explain modern human resource concepts and principles that are essential in a changing work environment

Prompt In this assessment, you will review the human resource management (HRM) of the organization within the case study. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission.

I. HRM Functions and Practices A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan. [OL-211-03] B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations. [OL-211-01]

II. Staffing

A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study. [OL-211- 02]

B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human

Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method of recruitment would be most beneficial to this organization. [OL-211-01]

III. Training A. Describe the components of a needs assessment used to determine the training requirements of the organization. [OL-211-01] B. Explain the importance of developing learning activities. Be sure to incorporate adult learning principles and methods of experiential learning

from this course. [OL-211-03] C. Illustrate the value of a training needs assessment in an organization. Support your response. [OL-211-01] D. Describe the importance of creating SMART objectives for a training plan. [OL-211-02]

IV. Evaluation

A. Determine the HRM’s role in the performance management process. How can you ensure the process aligns with the organization’s strategic plan? [OL-211-03]

B. Differentiate between various performance appraisal systems. Provide an example where one would be more applicable. [OL-211-02] C. How do you identify best-suited appraisals for employee job duties? Support your response with an example. [OL-211-04] D. Identify a variety of performance rating scales that can be used in organizations that includes graphical scales, letter scales, and numeric scales.

Describe each scale. [OL-211-02]

V. Compensation A. Describe the compensation philosophy. How does the market influence this philosophy? [OL-211-04] B. Determine the value of salary surveys and describe the advantages of discretionary benefits. [OL-211-04]

Milestones Milestone One: Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing In Module Two, you will write a short paper that addresses Sections I and II of the Final Project document. This milestone will be graded with the Milestone One Rubric. Milestone Two: Employee Development Processes In Module Three, you will write a short paper that addresses Section III of the Final Project document. This milestone will be graded with the Milestone Two Rubric. Milestone Three: Performance Management In Module Four, you will write a short paper that addresses Section IV of the Final Project document. This milestone will be graded with the Milestone Three Rubric.

Milestone Four: Compensation In Module Five, you will write a short paper that addresses Section V of the Final Project document. This milestone will be graded with the Milestone Four Rubric. Final Submission: Human Resources Management review In Module Seven, you will finalize and submit a paper that is comprised of all the milestone submissions with edits based on instructor feedback. This milestone will be graded with the Final Project Rubric below.

Deliverables Milestone Deliverable Module

Due Grading

1 Evaluating Strategic Talent Management Initiatives—Functions and Practices/Staffing

Two Graded separately; Milestone One Rubric

2 Employee Development Processes Three Graded separately; Milestone Two Rubric

3 Performance Management Four Graded separately; Milestone Three Rubric

4 Compensation Five Graded separately; Milestone Four Rubric

Final Submission: HRM review Seven Graded separately; Final Project Rubric (below)

Final Project Rubric Guidelines for Submission: Submit your human resource management review adhering to the following guidelines: minimum of 7 pages, double-spaced, using 12-point Times New Roman font and following APA 6th edition format. Submit journal assignment as a Word document. Instructor Feedback: This activity uses an integrated rubric in Brightspace. Students can view instructor feedback in the Grade Center.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

HRM Functions and Practices: Function

Meets “Proficient” criteria and explanation is supported with evidence

Explains why the human resource function should be aligned with an organization’s strategic plan

Explains why the human resource function should be aligned with an organization’s strategic plan, but explanation is cursory or inaccurate

Does not explain why the human resource function should be aligned with an organization’s strategic plan

HRM Functions and Practices: Global

Conditions

Meets “Proficient” criteria and explanation is clear and detailed

Explains how current global conditions in the industry impact human resource management practices within organizations

Explains how current global conditions in the industry impact human resource management practices within organizations, but explanation is cursory or has gaps in accuracy

Does not explain how current global conditions impact human resource management practices within organizations

Staffing: Recruiting

Meets “Proficient” criteria and description demonstrates a nuanced understanding of the relationship between recruiting and the organization’s vision and goals

Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals

Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals, but description is cursory or inaccurate

Does not describe a process to recruit and select new employees who are aligned with the organization’s vision and goals

Staffing: Candidates

Meets “Proficient” criteria and establishes which method would be more beneficial for an organization based on the research

Compares and contrasts recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as resource

Compares and contrasts recruitment and selection of internal versus external candidates but does not utilize the Society for Human Resource Management website as resource

Does not compare and contrast recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as resource

Training: Needs Assessment

Meets “Proficient” criteria and description is clear and detailed

Describes the components of a needs assessment used to determine the training requirements of the organization

Describes the components of a needs assessment used to determine the training requirements of the organization, but description is cursory or inaccurate

Does not describe the components of a needs assessment used to determine the training requirements of the organization

Training: Learning

Activities

Meets “Proficient” criteria and exhibits keen insight into the needs of adult learners

Explains the importance of developing learning activities, and incorporates adult learning principles and methods of experiential learning

Explains the importance of developing learning activities, but does not incorporate adult learning principles and methods of experiential learning

Does not explain the importance of developing learning activities

Training: Training Needs Assessment

Meets “Proficient” criteria and uses scholarly research to contextualize claims

Illustrates the value of a training needs assessment in an organization, and supports response

Illustrates the value of a training needs assessment in an organization, but does not support response

Does not illustrate the value of a training needs assessment

Training: SMART

Meets “Proficient” criteria and description is clear and detailed

Describes the importance of creating SMART objectives for a training plan

Describes the importance of creating SMART objectives for a training plan, but description is cursory or inaccurate

Does not describe the importance of creating SMART objectives for a training plan

Evaluation: Performance Management

Meets “Proficient” criteria and description is well supported and plausible

Determines HRM’s role in the performance management process including how the process aligns with the organization’s strategic plan

Determines HRM’s role in the performance management process, but does not include how the process aligns with the organization’s strategic plan

Does not determine HRM’s role in the performance management process

Evaluation: Performance

Appraisal

Meets “Proficient” criteria and example is well supported and contextualized

Differentiates between the trait, behavioral, and results-based performance appraisal systems, and provides an example where each would be most applicable

Differentiates between the trait, behavioral, and results-based performance appraisal systems, but does not provide an example where each would be most applicable

Does not differentiate between the trait, behavioral, and results- based performance appraisal systems

Evaluation: Best-Suited Appraisals

Meets “Proficient” criteria and uses scholarly research to substantiate claims

Determines how to identify best- suited appraisals for employee job duties, and supports response with an example

Determines how to identify best- suited appraisals for employee job duties, but does not support response with an example

Does not determine how to identify best-suited appraisals for employee job duties

Evaluation: Performance Rating

Scales

Meets “Proficient” criteria and description is clear and contextualized

Identifies a variety of performance scales that can be used in organizations and describes each

Identifies a variety of performance scales that can be used in organizations, but does not describe each scale

Does not identify a variety of performance scales that can be used in organizations

Compensation: Compensation

Meets “Proficient” criteria and description is clear and detailed

Describes the compensation philosophy and describes how the market influences this philosophy

Describes the compensation philosophy and describes how the market influences this philosophy, but description is cursory or inaccurate

Does not describe compensation philosophy

Compensation: Salary Surveys

Meets “Proficient” criteria and uses evidence to substantiate claims

Determines the value of salary surveys, and describes the advantages of discretionary benefits

Determines the value of salary surveys but does not describe the advantages of discretionary benefits

Does not determine the value of salary surveys

Articulation of

Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

Earned Total 100%

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The Task Of An Organization Is Reflected In Its

November 18, 2023/in Uncategorized /by Daniel Jennings

1. The task of an organization is reflected in its: (Points : 4)
human resources
mission or purpose
input materials
structure

2. The beliefs and assumptions about people, work, and the organization best reflects the: (Points : 4)
formal organization
overt part of an organization
informal organization
social surface

3. The specific setting within which organizational behavior is enacted would be called the: (Points : 4)
situation
external environment
organizational context
group

4. In an open system the transformation or conversion of inputs to outputs is accomplished with: (Points : 4)
technology
task
borrowed financial resources
robots

5. If a pregnant woman claimed that a manager’s failed office romance caused him to focus more on her work, thus increasing her work demands, could result in a discrimination claim based on: (Points : 4)
gender plus
utilitarian romance
hierarchical romance
sexual harassment

6. Attention to diversity has particularly increased in recent years because of: (Points : 4)
the use of telecommunications
the opportunity for use of lower cost labor in other countries
the changing demographics of the working population
legislation

7. According to Hofstede’s research, the country displaying cultural characteristics most similar to the U.S. is: (Points : 4)
Japan
Sweden
Italy
Canada

8. In an interview situation, the interviewer’s first impression of the interviewee (or target) is likely to be based upon: (Points : 4)
nonverbal cues of the target
verbal communication by the target
the intentions of the target
the target’s physical appearance

9. Which of the following organizations has perfected software that decodes a caller’s personality using voice recognition in order to match them with an agent with a similar personality? (Points : 4)
EVR
ELoyalty
EPersonalityRecognition
EPersonalityCallCenter (EPCC)

10. The perceiver’s pattern of thinking or manner in which they assemble and interpret information about another person is: (Points : 4)
the strength of situational cues
cognitive structure
self-concept
attitude structuring

11. Counterproductive behavior that violates organizational norms and causes harms to others of the organization is known as: (Points : 4)
OCB
WDB
JDI
MSQ

12. The three major aspects of the source characteristic affecting persuasion include: (Points : 4)
expertise, credibility, charisma
credibility, charisma, attractiveness
expertise, charisma, attractiveness
expertise, trustworthiness, attractiveness

13. Low-Mach persons value: (Points : 4)
loyal and personal friendships
the “get it done anyway” mentality
manipulation of others
emotional detachment

14. According to Herzberg, which factors are related to job dissatisfaction? (Points : 4)
motivation factors
hygiene factors
lower level needs
the absence of motivation factors

15. Adam Smith formulated the “invisible hand” and the free market to explain the motivation for individual behavior. The “invisible hand” refers to: (Points : 4)
psychological determinants of behavior
unconscious motives
internal needs
unseen forces of a free market system

16. The close linkage of _____ to performance under expectancy theory is crucial for enhancing motivation. (Points : 4)
knowledge and skill
rewards
equity
satisfaction

17. Maslow’s hierarchy of needs model begins with _____ needs and ends with _____ needs. (Points : 4)
security, social
achievement, power
power, affiliation
physiological, self-actualization

18. As a supervisor, you can enhance the performance of your employees by: (Points : 4)
setting their goals
closely controlling their behavior
allowing employees to participate in goal setting
giving workers easy goals

19. The approach to stress that is based on the concept of homeostasis is known as: (Points : 4)
physiological
psychoanalytical
social psychological
psychological-cognitive

20. Which of the following persons is most closely associated with the homeostatic and medical approach to stress? (Points : 4)
Richard Lazarus
Harry Levinson
Walter B. Cannon
Robert Kahn

21. An informational cue indicating the degree to which a person behaves the same way in other situations is known as: (Points : 4)
consistency
consensus
distinctiveness
inconsistency

22. Americans generally do not like to communicate with one another within their: (Points : 4)
social distance
personal distance
intimate distance
public distance

23. Richness in a communication message refers to: (Points : 4)
the amount of data that can be sent via the type of communication medium
the amount of feeling that is communicated with the message
the amount of analyzable elements of a message
the ability of the medium to convey the meaning

24. A communication medium that is moderate in both information richness and data capacity is: (Points : 4)
the telephone
electronic mail
face-to-face discussion
formal numeric report

25. The element of the communication model that contains the thoughts and feelings the communicator is attempting to elicit in the receiver is the: (Points : 4)
data
feedback
message
information

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HRMN 300 Final Project

November 18, 2023/in Uncategorized /by Daniel Jennings

Final Exam Case Study

Please read ALL directions below before starting your final assignment.

INSTRUCTIONS:

 Read the entire case study carefully and then respond to all questions in each of the four scenarios.

 Develop each answer to the fullest extent possible, including citations from outside resources, where applicable, to support your arguments.

 Submit your assignment as a separate MS Word document in your assignments folder. Do not type your answers into the case study document.

 Include a Cover Page with Name, Date, and Title of Assignment.

 Do not include the original question. Use the following format: Scenario 1: question 1, etc.

 Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides.

 Include page numbers according to APA formatting guidelines.

 Include citations in APA format at the end of each answer.  You must submit to the assignment link by the due date

(final day of class). A missing assignment will be assigned a grade of 0.

Introduction and Organization Overview

DRA Performance Solutions (DRA PS) was founded in 1992 with the goal to improve human performance using multiple technology avenues.

� To improve human performance, DRA PS makes recommendations about how to change work environments to improve employee performance, motivation and morale; and develops courseware for skill improvement.

� The Training Solutions Division of DRA PS develops the courseware products.

� Revenue for past year: $25 million.

� Revenue for the Training Solutions Division for the past year: $10 million.

� DRA PS total workforce: 650 employees, 260 of whom are employed in the Training Solutions Division.

Case Study Background � The Training Solutions Division (TSD) of DRA PS was recently awarded a $6 million

contract to develop a training academy for BTA, a United States government

organization with highly educated personnel. The contract is for 36 months. The academy must be up and running in three months and the first classroom course offered at the start of the fourth month.

� TSD must develop the following before the first classroom course is offered:

a. A project plan and timeline for the academy’s development, including web site design and launch, course development and repeat course cycles.

b. Paper-based training and educational products.

c. Web-based training and educational products.

d. Digitized video training and educational products.

e. Marketing brochures, posters and e-mail announcements.

f. Event logistics plans.

g. Delivery schedules for 15 courses.

h. Training analyses for the first and second courses.

i. Instructional design plans.

j. An instructor’s guide, participant manual and PowerPoint presentation with a variety of multimedia components such as graphics, animations and videos for the first course.

k. An examination for the first course.

The training academy will be completely virtual. All academy marketing, courses and attendee registration will occur online. In addition, the academy web site will house course materials and records for attendee access, and an interactive forum for academy member collaboration.

The contract requires TSD to develop 15 classroom-based courses that are highly interactive and use innovative multimedia approaches. After all the courses are developed and delivered one time, they will be repeated during the last year of the three-year project.

Project Phases Project development will occur in two phases:

Phase 1: Create the training academy (3 months).

� Implement organizational structure.

� Develop and launch web site.

� Develop and implement branding for the academy.

� Develop and distribute marketing materials.

� Develop the first course.

� Deliver the first course.

� Begin development of the second course through the analysis phase.

Phase 2: Maintain academy operations, develop and implement remaining courses, and offer repeat sessions (2 years and 9 months).

� Complete development of the second course.

� Deliver the second course.

� Implement development schedule for the next 13 courses.

� Offer repeat courses during last year of the contract.

� Continue to manage the academy, maintain the web site and market the courses.

Organizational Structure DRA PS’s current organizational structure:

The Training Solutions Division is a matrix organization* divided into the following branches:

� Project Management

� Instructional Design

� Graphic Design

� Programming

� Document Production

� Logistics

� Multimedia

* A matrix organization uses a multiple chain‐of‐command system. In a matrix organization, employees typically report to a manager with profit or overall project responsibility and to their functional manager who is responsible for maintaining product quality and functional performance.

Current TSD Staffing All 260 employees in the Training Solutions Division are already assigned to projects. The new contract will require TSD to determine how many employees they will need for each division branch and for each project. They will need to take into account when current projects are ending; who can be moved from those projects to the new project; and how many new employees will be needed.

Scenario 1: Increasing Staff to Complete the First Phase

Read the Introduction of DRA PS.

Additional Scenario Information

MRG HPI Policies and Guidelines for Assigning Employees to Projects

DRA PS is committed to maintaining a highly qualified talent pool. Therefore, all DRA PS employees must be considered for new work opportunities before being terminated due to lack of an available, relevant assignment.

New employees must be hired to support existing workloads. Full-time position requests must include verification of the project assignment; a budget to support the position; and the duration of the assignment. If project will be short in duration, term hires must be considered or even the use of a consultant or subcontractor.

The addition of a new position requires written approval from the project manager, branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer and the vice president of Human Resources.

Subcontractor hiring requires written approval from the project manager, branch chief, of the vice president of the Training Solutions Division, the vice president of Contracts, the chief operating officer, the chief financial officer and the vice president of Human Resources.

Staff reassignments require written approval from the branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer, the vice president of Human Resources and the chief executive officer.

Answer the following:

1. What are some of the positions you may need to recruit? Why?

2. What are the existing recruitment policies and guidelines and what challenges may they cause? How will you meet those challenges?

3. What is your recruitment strategy? How will you communicate it?

Scenario 2: The Effect of Firing the Program Manager on Staffing for the Second Phase of the Project

Read the Introduction of DRA PS.

Additional Scenario Information

Work is well underway. A Task Management Educational Plan is being written to articulate the scope, work breakdown, processes, schedules and assignments at each project phase. This plan must be done within the first month of the project start date. DRA PS hired a new program manager from outside the organization to oversee the new project. DRA PS hired her based on her college degree and years of experience in the field and needs her to get up to speed quickly. An existing program manager who worked on the project proposal and who has met the client is assigned the project’s principal instructional designer.

Client’s Requirements

The client expects the program manager to conduct weekly status meetings with them; communicate with them on a daily basis through e-mails and telephone calls; and to meet established deadlines for product delivery. The client will conduct quality assurance reviews immediately to keep the schedule on time.

Schedule and Workload Requirements

The team is organized into three divisions: course development, marketing, and web site development. Each division has a lead team member. The program manager has oversight of the entire project.

� The web site must be designed and launched two months after the project start date.

� A marketing plan and branding campaign must be designed before the web site can launch.

� Marketing products must be ready for distribution at the same time as the web site launch.

� The first course must be delivered at the start of the fourth month from the project start date.

� The course review and rehearsal must be ready two months after the project start date.

� Analysis work for the second course must start two months after the project start date.

Program Manager’s Actions

The program manager seems friendly but does not seem to be leading the team. She holds weekly status meetings with the client but doesn’t say anything during those meetings. She responds only by e-mail to client communications and calls only to confirm meetings.

The client is not impressed with the program manager’s performance and notices that the lead instructional designer is actually filling both the program manager and instructional designer roles. One month into the project, the client mentions the program manager’s performance to the vice president of the division. The vice president promises to talk to the program manager and help her improve her performance.

By the end of the second month, the analysis for the second course has started. The first course is ready for review and rehearsal, which means all materials have been developed and are ready for instructor review. The preliminary branding campaign was completed, marketing materials are ready for approval, and the first version of the web site has launched.

The vice president of the division phones the client and asks for feedback on the project accomplishments to date and the program manager’s performance.

The client praises the progress made in such a short time but thinks it has happened in spite of the program manager. The client informs the vice president that the program manager missed the deadline for delivery of the Task Management Educational Plan. When it was finally delivered, the client sent it back as unsatisfactory. Also, the client feels that the program manager has been uncommunicative; she has not said a dozen words in the past eight weekly progress meetings. The client is not pleased with the program manager’s performance. At the end of the third month, DRA PS decides to replace the program manager.

In spite of this, team leaders have made sure that the first course is ready, the web site is launched, and the marketing plan is developed and implemented on schedule.

A new program manager is needed right away. Answer the following:

1. How would you have handled the program manager’s performance issues? Was the right decision made to replace her? Why or why not?

2. What options exist to find a new program manager? 3. Discuss the recruitment and retention challenges you face in filling the position

quickly. 4. How will you ensure that the new hire will be approved and hired as expediently

as possible? Who must you communicate with to implement your strategy?

Scenario 3: The Effect of Losing Staff Members during a Staff Reduction

Read the Introduction of DRA PS.

Additional Scenario Information

Six months into the project, the client reviews the progress and issues a stop-work order. The main issues identified during their review:

� There were different expectations about the complexity of graphics in course development and course materials.

� There were different opinions about the level of marketing required (marketing a course versus the entire academy, no post-course promos, etc.).

� There were issues with instructors. There were instances where instructors had rescheduled on multiple occasions or cancelled.

� There were concerns about the subject matter experts (SMEs). SMEs had been hired outside of the budgeted amount. There were also concerns about the SMEs not providing the level of technical writing expertise required, which resulted in having to hire additional technical writers.

DRA PS addressed some of these concerns by removing the videotaping requirement during the analysis phase and removing the repeat courses that were going to be offered during the final contract year.

By eliminating videotaping and repeat courses, the remaining courses to be developed and presented were stretched over the rest of the contract (2 ½ years).

This means that instead of developing and offering the 15 courses using two teams in a staggered fashion over two years, DRA PS must reduce staff. Currently there are three senior instructional designers, six graphic artists, three document specialists, six technical writers, three subject matter experts, and two editors assigned to the teams. Your subject matter experts are consultants under contract. You don’t want to lose your staff, but you may have no choice but to let some go.

Some of the employees resign when they hear the news. Three instructional designers quit and the remaining three are searching for new jobs. All your technical writers have résumés out to potential employers. Your senior graphics lead, a person you count on, has a job offer with another organization.

What will you do to maintain a staff to meet the contractual changes and ensure a quality product? What can you do to retain your employees and instill confidence that the program is stable? Answer the following:

1. What are your primary retention issues? What challenges do the existing recruitment and retention policies and guidelines create?

2. What can be done to retain existing employees? How will you motivate the current team?

3. How will you go about replacing the ones who have left (positions that are still needed)?

4. Create a communication plan to alleviate any further issues regarding retention and recruitment. How will you implement your strategy?

Scenario 4: The Effect of Additional Workload on Continuing Operations

Read the Introduction of DRA PS.

Additional Scenario Information

The issues that caused the work-stop order were satisfactorily addressed and work on the project resumed. The client is impressed with DRA PS’s work products and with how they addressed some difficult issues during the development and delivery of the last six or seven courses. The client wants to add repeat courses back into the schedule and add four new courses. The client wants to start the new courses immediately and wants them completed within the next 12 months. The current work must continue and not be affected by the additional work.

Current Schedule and Workload Requirements

One course is scheduled to be completed this year. Three more courses are to be developed next year. It takes 6 months to develop each course. The three-year contract ends September 30 next year. All of the additional work must be completed by that date.

Current staffing consists of:

� One senior instructional designer

� Three graphic artists

� One director/videographer

� One subcontracted sound technician

� One media specialist

� One logistics coordinator

� One web programmer

� Two technical writers

� One subcontracted subject matter expert

� One editor

� One document specialist

Current Organizational Structure

The training academy is now two years old. DRA PS has developed seven courses; the last one was the most challenging to develop and yet one of the most successful. The success rejuvenated the team, which was struggling after the termination of the program manager, the three-month work stoppage, a change to the workload and schedule requirements, and the loss of co-workers. Development and delivery schedules were tight and required a great deal of commitment and hard work. The teams’ moods have run the gamut from devastation to euphoria. The current mood is somewhere in between.

Retention and Recruitment Issues

In the previous scenario, some staff members were looking for employment elsewhere. Motivation issues still persist.

Additional staffing is needed because of the new work. A staffing analysis concluded that seven teams will be necessary to accomplish the additional work. Staff additions include:

� Three graphic artists

� Two logistics staff

� Three document specialists

� Two editors

� Fourteen technical writers

� Seven instructional designers (these will be negotiated with the subcontractor)

Answer the following:

1. What steps would you take to hire employees for seven new teams? What methods could be used to recruit and staff quality teams?

2. What challenges will you face in obtaining the required approvals for new employees?

3. How will you ensure a fair, equitable, and market competitive compensation and reward strategy?

4. What will you do to quickly integrate the new teams into the existing workforce without losing staff or product quality? How will you proactively manage any potential performance issues?

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