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Multiple Choice Quiz
1
The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:
A) mediation.
B) arbitration.
C) conflict.
D) negotiation.
E) task interdependence.
2
What is it called when people debate their different opinions about an issue in a way that keeps the conflict focused on the task rather than the people?
A) Manifest conflict
B) Conflict escalation
C) Socioemotional conflict
D) Constructive conflict
E) None of the above
3
Interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences is referred to as:
A) differentiation.
B) procedural fairness.
C) task interdependence.
D) conflict management.
E) arbitration.
4
Conflict that is potentially healthy and valuable because it encourages people to re-examine their assumptions is:
A) socioemotional conflict.
B) constructive conflict.
C) manifest conflict.
D) conflict outcome.
E) conflict management.
5
With ___________, differences are viewed as personal attacks rather than attempts to resolve an issue.
A) negotiation
B) socioemotional conflict
C) an avoiding style of conflict management
D) constructive conflict
E) Both ‘b’ and ‘d’
6
As a source of conflict in organizations, __________ occurs when people hold divergent beliefs and attitudes due to their unique backgrounds, experiences, or training.
A) differentiation
B) goal incompatibility
C) ambiguity
D) task interdependence
E) all of these.
7
Which of the following may reduce the level of socioemotional conflict during constructive conflict episodes?
A) Emotional intelligence
B) Cohesive teams
C) Supportive team norms
D) All of the above
E) both ‘b’ and ‘c’ only
8
All of these are sources of conflict in organizations, EXCEPT:
A) task interdependence.
B) ambiguous rules.
C) incompatible goals.
D) scarce resources.
E) integration.
9
The degree to which team members must share common inputs, interact in the process of executing their work, or receive outcomes determined partly by the performance of others, refers to:
A) differentiation.
B) goal incompatibility.
C) ambiguity.
D) task interdependence.
E) all of these.
10
Employees tend to have the lowest risk of conflict when working with others in a __________ relationship.
A) sequential interdependence
B) differentiation
C) reciprocal interdependence
D) goal incompatibility
E) pooled interdependence
11
Which of these is the highest level of interdependence?
A) Sequential interdependence
B) Differentiation
C) Reciprocal interdependence
D) Goal incompatibility
E) Pooled interdependence
12
Which of these is trying to find a mutually beneficial solution for both parties?
A) Avoidance
B) Problem-solving
C) Compromise
D) Accommodating
E) Forcing
13
Which of these is the only style that represents a purely win-win orientation?
A) Avoidance
B) Problem-solving
C) Compromise
D) Yielding
E) Forcing
14
The conflict management style that smoothes over or avoids conflict situations is the:
A) compromising style.
B) forcing style.
C) avoiding style.
D) yielding style.
E) problem-solving style.
15
A conflict management style that tries to win the conflict at the other’s expense is the:
A) yielding style.
B) compromising style.
C) avoiding style.
D) problem-solving style.
E) forcing style.
16
A conflict management style that tries to reach a middle ground with the other party is the:
A) forcing style.
B) problem-solving style.
C) avoiding style.
D) compromising style.
E) yielding style.
17
Common objectives held by conflicting parties that are more important than their conflicting departmental or individual goals are called:
A) superordinate goals.
B) differentiation.
C) task interdependence.
D) resource negotiations.
E) bargaining zone.
18
Which of these refers to a form of dialogue that enables communication with less risk of upsetting harmony?
A) Mediation
B) Intergroup mirroring
C) Talking circles
D) Arbitration
E) Superordinate goals
19
__________ occurs when two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.
A) Differentiation
B) Negotiation
C) Task interdependence
D) Bargaining zone
E) Goal incompatibility
20
All of these are important situational influences on negotiations, EXCEPT:
A) location.
B) time deadlines.
C) audience characteristics.
D) behaviour.
E) physical setting.
21
Which of these is NOT a behaviour associated with negotiators resolving conflict?
A) Gathering information
B) Communicating effectively
C) Audience characteristics
D) Preparation and goal setting
E) Making concessions
22
Which of the following is NOT a third party conflict resolution method?
A) Mediation
B) Negotiation
C) Inquisition
D) Preparation
E) Neither ‘b’ or ‘d’ are third-party conflict resolution methods
23
Executives engage in this strategy by following previously agreed rules of due process, listening to arguments from the disputing employees, and making a binding decision.
A) Arbitration
B) Mediation
C) Inquisition
D) Intervention
E) Orientation
24
The main purpose of this third-party intervention is to manage the process and context of interaction between the disputing parties and not make the final decision about how to resolve the differences between the parties.
A) Mediation
B) Inquisition
C) Arbitration
D) Making concessions
E) Compromise

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Need someone to respond to these  Discussion posts

Discussion responses needed

Question

Views of Human Resource Development

In the textbook, two main views of human resource development are examined.  Discuss the similarities and differences between the views of performance-based and developmental HRD.  Answer the questions:  Which view do you believe is more relevant to your organization.  Why?

Use this week’s lecture as a basis for your post. Reference and cite the textbook in your original post. Respond to at least two of your classmates’ posts.

Respond to Rosa Hernandez post below

Hello Class,

The views observed in the organization I am in are mostly in developmental Human Resources Development. Our text indicates that performance-based human resources development is related to human capital theory, in which looks at the organization’s profit and competitive advantages as the measures of success, it examines each and every individual within an organization to its bottom line in alignment to the business metrics logics (Kopp, 2014). The similarities in performance-based and human resources development (HRD) that both require the cost of training, investing in the individuals in an organization that will help in the growth of productivity and measurements of intangible assets (Kopp, 2014). The differences are that performance-based focuses mostly on the profitability of the organization in contrast to the interest of the employees instead viewed as dehumanizing the individuals from the organization. HRD focuses in developing the employees in training the employees, in which are considered the assets of the organization by providing on the job training (OJT) in the workplace so they can perform their jobs effectively (Kopp, 2014).

HRD is more relevant to my organization because employees still meet their goals and work less under a stressful environment of performance-based management in which the company gets to keep their employees and continue providing them refresher training and actualize them with newer information. Performance-based, the company will keep losing employees after spending thousands of dollars in training because perhaps they didn’t have a good quarter or end of month attainability. HRD is more humane to employees and it shows as the company cares for the employees. Also, employees would want to work more for a company whose less frictional in performance-based that all they talk about is numbers and there is no personable approach from their leadership.

Reference:

Kopp, D. M. (2014). Human resource development: Performance improvement through learning [Electronic version]. Retrieved from https://ashford.content.edu

Respond to Lisa Puffenbarger post below

The resemblances among the opinions of performance-based and developmental human resources are the education and growth of workers.  Workers that achieve well are typically the outcome of improvement and expansion.  Performance-based personnel is just that, grounded workers of a higher value to their group because they can have produced superior income by a performance at a higher level.  Developmental HRD is comparable because of the improved way of the learning, the higher chance of achievement.  Performance-based and developmental Human Resource Development (HRD) vary in that performance-based emphases on revenue or the group, while developmental HRD geared in the direction of knowing that the team have a sense of contentment from what they understand of and how they have advanced.  It is more individual than just professional.

Performance-based is more pertinent to my society.  That is, “the primary focuses I having a well-trained employee is to increase their value to the organization along with their workplace productivity” (Kopp, 2014).  While they have some anxiety for workers feeling poised and well-informed, their precedence is to guarantee the output remains elevated and that each month their quota is met.

Reference

Kopp, D., M.  (2014).  Human resource development:  Performance improvement through learning [Electronic version].  Retrieved from https://content.ashford.edu/

Discussion 2 responses needed

Question

Explicit, Implicit and Tacit Knowledge

There are three types of knowledge discussed in the textbook: explicit, implicit, and tacit. Describe the three types of knowledge. Give an example of each of the three types of knowledge based on your position in your organization. Which of the three types of knowledge is the most difficult for a trainer to teach?

Respond to Dana Conley response below

I am an HR Manager for my organization and have been acting in this capacity for about four years. Explicit knowledge is knowledge, “which can be and has been articulated”, implicit knowledge is, “knowledge that can be articulated but has not been”, and tacit knowledge is knowledge, “that cannot be articulated” (Kopp, 2014).  An example of explicit knowledge based on my position within my organization is our employee handbook that lists all our HR policies. The information has been articulated and is available for the employees to review so long as they have access to our organizations intranet site. An example of implicit knowledge would be the process by which employees fill out automated paid time off and time adjustment requests. The features are there but unless someone tells you how to complete this new process you would not know. An example of tacit knowledge would be when I try to describe how I breakdown our organizations personnel complaints into trend reports for executive presentations to identify our areas of opportunity. The task was assigned to me almost three years ago and since I took the task from a predecessor and manipulated the data according to what I wanted to see I have a lot of trouble explaining to someone what steps I take to manipulate it because I just do it. This is one of my areas of opportunity because as an HR Manager, I need to be able to disseminate responsibilities like this to other trusted HR personnel but because I am in a remote office and I cannot show anyone how I do it I have to keep this task until we hire an HR Admin onsite.

Reference

Kopp, D.  M.  (2014).  Human Resource Development: Performance Through Learning.  San Diego, CA: Bridgepoint Education, Inc.

Respond to Kelly Adkins response below

Job knowledge is something that is communicated to the trainee mainly through the trainer.  There are three types of knowledge:

“Explicit knowledge is that which can be and has been articulated” (Kopp, 2014).  An example of this within my work place is our Team Member Hand Book and Business Conduct Guide.  I am a human resource specialist and during each Target Welcome I go over handbook highlights with our new hires as a way to train them on the most important topics of discussion.

“Implicit knowledge is knowledge that can be articulated but has not been (at least, not yet)” (Kopp, 2014).  Within this knowledge there are three areas of approach which are productive, neutral or counter productive.  Recently I trained and on boarded my peer.  To benefit her and the rest of the team I tried to train her on as much as I could in the beginning.  Sometimes though with HR you cannot possible train on everything; but rather you may have to wait until a scenario comes up on its own. This could be seen as implicit knowledge.  My hope with this is that I’ve given her the tools and resources she would need to approach the problem with a clear solution.

“Tacit knowledge is that which cannot be articulated; tacit knowledge can be described as “learned by doing.”” (Kopp, 2014).  I think of this type of knowledge as the information you gain on the job, it’s hard to put into words.  In HR we do this all the time without knowing.  For example, dealing with uncomfortable situations at work like team member / operation manager issues.  I used to be very uncomfortable taking complaints from team members so I’d pass then off to my leader.  But over the years I’ve gained confidence in myself and my I’ve developed an approach that enlists trust from our employees knowing that I’ll handle each situation accordingly.  I think this type of knowledge is the hardest for anyone to teach, let it be a trainer or even my leader.  Sometimes repetition and experiences difficulty is the best way to push us forward there fore it cannot be taught, but rather experienced.

Bibliography

Kopp, D. M. (2014). Human Resource Development: Performance Improvement through Learning. [Electronic version]. Retrieved from https://ashford.content.edu.

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Apply the concepts of the tools described in the Project Planner’s Toolkit.

Refer to the Excel Template as an example.

After studying and evaluating the components included in the Project Manager’s Toolkit, evaluate which of the tools (Gantt Chart or Flow Chart) would be most appropriate for each of the following tasks and use that tool to complete the task.

1. Outline the steps involved in undertaking a job search and choosing a job. Include an analysis of the advantages and limitations of the tool as well as ideas for ways you can use the tool in business.
2. Build a schedule showing the steps for planning and preparing for your vacation. Include a description of the advantages and limitations of this tool and ideas for ways you can use it in business.

Combine the charts into one Microsoft® PowerPoint® file.

Click on the Assignment Files tab to submit your paper.

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Case study: TOMS shoes Company

Founded in 2006 by blake mycoskie TOMS Shoes was an American footwear company based in Santa Monica, California. Although TOMS Shoes was a for-profit business, its mission was more like that of a not-for-profit organization. The firm’s reason for existence was to donate to children in need one new pair of shoes for every pair of shoes sold. Blake Mycoskie referred to it as the company’s “One for One” business model.

While vacationing in Argentina during 2006, Mycoskie befriended children who had no shoes to protect them during long walks to obtain food and water, as well as attend school. Going barefoot was a common practice in rural farming regions of developing countries, where many subsistence farmers could not afford even a single pair of shoes. Mycoskie learned that going barefoot could lead to some serious health problems. Podoconiosis was one such disease in which feet and legs swelled, formed ulcers, emitted a foul smell, and caused intense pain. It affected millions of people across 10 countries in tropical Africa, Central America, and northern India. For millions, not wearing shoes could deepen the cycle of poverty and ruin lives. Upset that such a simple need was being unmet, Mycoskie founded TOMS Shoes in order to provide them the shoes they needed.

Realizing that a not-for-profit organization would be heavily dependent upon sponsors and constant fundraising, Mycoskie chose to create an innovative for-profit business model to achieve a charitable purpose. For every pair of shoes that the company sold, it would donate one pair to a child in need. Mycoskie felt that this model would be more economically sustainable than a charity because sales would be used to achieve the company’s mission. He saw this to be a form of social entrepreneurship in which a new business venture acted to improve society through product donations at the same time it lived off society through its sales.

Mycoskie believed that the firm’s One-for-One model would be self-sustaining because the company could make and sell shoes at a price similar to other shoe companies, but with lower costs. “Selling online (www.toms.com) has allowed us to grow pretty rapidly, but we’re not going to make as much as another shoes company and the margins are definitely lower,” he admits. “But what we do helps us to get publicity. Lots of companies give a percentage of their revenue to charity, but we can’t find anyone who matches one for one.”

TOMS Shoes kept expenses low by spending only minimally on marketing and promotion. The company’s marketing was primarily composed of presentations by Blake Mycoskie, fan word-of-mouth, and promotional events sponsored by the firm. The company won the 2007 People’s Design Award at Cooper-Hewitt’s National Design Awards. Two years later, Mycoskie and TOMS received the annual ACE award given by U.S. Secretary of State Hillary Clinton. This award recognized companies’ commitment to corporate social responsibility, innovation, exemplary practices, and democratic values worldwide. Mycoskie spoke along with President Bill Clinton at the Opening Plenary session of the Second Annual Clinton Global Initiative Conference in 2007. With other business leaders, he also met with President Obama’s senior administration in March 2009 to present solutions and ideas to support small businesses. He was also featured in a CNBC segment titled “The Entrepreneurs,” in which he and TOMS Shoes was profiled.

Mycoskie explained why he spent so much time speaking to others about TOMS Shoes. “My goal is to inspire the next generation of entrepreneurs and company leaders to think differently about how they incorporate giving into their business models. Plus, many of the people who hear me speak eventually purchase a pair of Toms, share the story with others, or support our campaigns like One Day Without Shoes, which has people go barefoot for one day a year to raise awareness about the children we serve.”

Celebrities like OliviaWilde, Karl Lagerfeld, and Scarlett Johansson loved the brand and what it stood for. Actress Demi Moore promoted the 2010 One DayWithout Shoes campaign on The Tonight Show with Jay Leno. It didn’t hurt that Mycoskie’s fame was supported by his

Bill Clinton-like charisma, Hollywood good looks, and his living on a boat in Marina del Rey with “TOMS” sails. Famed designer Ralph Lauren asked Mycoskie to work with him on a few styles for his Rugby collection, the first time Lauren had collaborated with another brand.

By early 2007, TOMS Shoes had orders from 300 retail stores, including Nordstrom’s, Urban Outfitters, and Bloomingdale’s, for 41,000 pairs of shoes from its spring and summer collections. The company introduced a line of children’s shoes called Tiny Toms in May 2007 and unveiled a pair of leather shoes in Fall of that year. By September 2010, the company added Whole Foods to its distribution network and had given over 1,000,000 pairs of new shoes to children in need living in more than 20 countries in the Americas (Argentina, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, and Peru), Africa (Burundi, Ethiopia, Lesotho, Malawi, Mali, Niger, Rwanda, South Africa, Swaziland, Uganda, and Zambia), Asia (Cambodia and Mongolia), and Eurasia (Armenia). The shoes were now selling for $45 to $85 a pair.

TOMS shoes were manufactured in Argentina, China, and Ethiopia. The company required the factories to operate under sound labor conditions, pay fair wages, and follow local labor standards. A code of conduct was signed by all factories. In addition to its production staff routinely visiting the factories to ensure that they were maintaining good working standards, third parties annually audited the factories. The company’s original line of al pargata shoes was expanded to include children’s shoes, leather shoes, cordones youth shoes, botas, and wedges. In January 2009, the company collaborated with Element Skateboards to create a line of shoes, skate decks, and longboards. For each pair of TOMS Element shoes and/or skateboard bought, one of the same was given to children at the Indigo Skate Camp in the village of Isithumba in Durban, South Africa.

Blake Mycoskie was the company’s Chief Executive Officer and joked that he was also its “Chief Shoe Giver.” He spent much of his time traveling the country to speak at universities and companies about the TOMS Shoes’ business model. According to CEO Mycoskie in a June 2010 article in Inc., “The reason I can travel so much is that I’ve put together a strong team of about ten people who pretty much lead the company while I am gone. Candice Wolfswinkel is my chief of staff and the keeper of the culture. . . . I have an amazing CFO, Jeff Tyler, and I’ll check in with him twice a week. I talk to my sales managers on a weekly basis. I also call my younger brother,

Tyler, a lot—he’s head of corporate sales.” The company had 85 employees plus interns and volunteers. In 2009, more than 1,000 people applied for 15 summer internship positions.

The company depended upon many volunteers to promote the company and to distribute its shoes to needy children. For example, Friends of TOMS was a registered nonprofit affiliate of TOMS Shoes that had been formed to coordinate volunteer activities and all shoe drops.

The company sponsored an annual “Vagabond Tour” to reach college campuses. Volunteers were divided into five regional teams to reach campuses throughout the United States to spread information about the One-for-One movement. To capture volunteer enthusiasm, the company formed a network of college representatives at 200 schools to host events, screen a documentary about the brand, or throw shoe decorating parties.

Mycoskie believed that a key to success for his company was his generation’s desire to become involved in the world. “This generation is one that thrives off of action. We don’t dream about change, we make it happen. We don’t imagine a way to incorporate giving into our daily lives—we do it. TOMS has so many young supporters who are passionate about the One for One movement, and who share the story and inspire others every day they wear their TOMS. Seeing them support this business model is proof that this generation is ready and able to create a better tomorrow.”

Reference : Hunger, J.D (2014)- (Mini Case 23, Textbook, pp. 765-768).

Questions.

Read carefully the above text and answer the following questions:

1) What is the competitive strategy used by TOMS Shoes Company?

2) Identify opportunities and threats as well as strengths and weakness of the company. (Illustrate them within a table ).

3) Describe the roles of directional, marketing, operations and human resource strategies in the overall well-being of TOMS Shoes Company.

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Each student will treat this as an individual assignment. Your response should be well-rounded and analytical and should not just provide a conclusion or an opinion without explaining the reason for the choice. For full credit, you need to use the material from the week’s lectures, text and/or discussions when responding to the questions. Post a case analysis of a listed problem for the week in the corresponding weeks assignment drop box. The case assignments are posted below in the Case Assignments.

The assignment should consist of a Word Document. It should include a summary of the relevant facts, the law, judicial opinion and answer the case questions. All that is necessary for an understanding of the case is important and required.

The report must go beyond the discussion of the problem posed in the textbook, to achieve a superior grade. Do research outside the textbook- this must include research outside the case citation such as the Lexus-Nexis in the DeVry Library or FindLaw.com, do research on the parties and circumstances of the case itself and incorporate some visual modality as a part of the case analysis. Something about one of the parties, as well as some background contained in the legal opinion. Doing significant research outside the textbook is essential.

Utilize the case format below.

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