Author: chris

Judie has been the nurse manager of her unit for the past ten years and is highly regarded by the hospital’s administration. For the past several months, however, she has been feeling more frustrated and less satisfied with her work because of staffing cuts and other institutional decisions related to managed care. Attending to patient needs has always been the most rewarding part of her job. However, recently she feels that she has been forced to overlook these needs and attend more to the needs of the organization. She considers leaving, but she has seniority, good benefits, and two children to support. She is also aware that her distress at work is affecting her family, because she carries a lot of the frustration home with her.

Identify values evident in this situation.
Which of these reflect your personal values?
What conflicts might arise from these values?
If you were in Judie’s position, what beliefs, ideals, or goals would guide you in making the decision to stay or leave? Identify potential consequences of each choice.
What do you think Judie should do?

2 – 3 Pages: Integrative and Analytical Tools

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You enter your project team meeting with Mike and Tiffany to hear them discussing the tools that they found to conduct an analysis of the industry and competitors. “Mike, there are so many more tools than I even realized to give us some good data,” Tiffany states.

“I know,” Mike says. “That’s why I wanted to take some time to look at our options and figure out what information we really need to support the board’s decision.”

Mike and Tiffany both found some great tools from their research on the subject. Complete the following:

Based on your classmates’ discussion posts for Week 2, do you still believe the tools that you selected will work best for a global strategy? Why or why not?
What evidence do you have to support your decision?
How would you refute the people who chose an additional tool rather than one of the tools that you selected?
Based on the tools that you selected, provide a brief analysis of your market, using those tools.

2 – 3 Pages: Integrative and Analytical Tools

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You enter your project team meeting with Mike and Tiffany to hear them discussing the tools that they found to conduct an analysis of the industry and competitors. “Mike, there are so many more tools than I even realized to give us some good data,” Tiffany states.

“I know,” Mike says. “That’s why I wanted to take some time to look at our options and figure out what information we really need to support the board’s decision.”

Mike and Tiffany both found some great tools from their research on the subject. Complete the following:

Based on your classmates’ discussion posts for Week 2, do you still believe the tools that you selected will work best for a global strategy? Why or why not?
What evidence do you have to support your decision?
How would you refute the people who chose an additional tool rather than one of the tools that you selected?
Based on the tools that you selected, provide a brief analysis of your market, using those tools.

Several organizations have prepared workbooks to guide their employees individually through systematic self-assessment of values, interests, abilities, goals and personal development plans. Employees should be encouraged to assume responsibility for their own careers. Knowing which career you want to pursue is an important first step to tackling your job search and career goals. However, simply identifying an ideal position will not propel you to achieve these goals. A career workshop can help you do just that. It can also help you learn how to make career decisions, set career goals, create career options, seek career planning information, and at the same time build confidence and self-esteem.

Ask peers and acquaintances about their career plans; also ask them how they arrived at their career goals.

Consider the responses, as well as your own career plans and information gleaned from your textbook. In your initial post:

Discuss at least three issues that Human resources must include in a workshop on career planning.
In your discussion, state why you feel these issues are critical in developing effective career strategies.
Provide specific examples.

DQ 2

Identifying and developing global leaders is a key concern for international companies. Compare and contrast the skills and context of the traditional, national manager with that of the international manager. Your original response to this discussion question should be 150-200 words.

RELIABLE PAPERS ONLY

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Read Chapters 1 and 2 in the textbook. Choose ONE of the following processes that you frequently encounter as a college student:

a) enrolling in classes

b) taking a class

c) buying a ticket for a concert or game

Describe each process and its inputs, activities, and outputs. What is being converted or transformed in the process? Who are the customers, suppliers, and stakeholders for the process?

Required Textbook(s) and Resources:

Swink. (2014). Managing operations across the supply chain (2nd ed). McGraw-Hill Publishing. ISBN: 9780078024030

dramatic increase in the Hisp

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Type: Individual Project
Unit: Racial Issues & Discrimination
Due Date: Sun, 1/17/16

Deliverable Length: 3-4 pages (body of paper)

Diversity Training Materials

As the new human resources manager, you are now ready to complete the next phase of diversity training materials that are targeted at making your workforce supervisors more aware of current racial diversity issues (e.g., the dramatic increase in the Hispanic percentage of the workforce) and how the supervisors should address them. The goal is to reduce potential tensions in the workplace among employees of different races.

This second phase of training will be titled, Historical Issues of Different Races in the Workplace and How to Handle Them.

The Diversity Training Materials for this phase should discuss the following:

Different races now or likely to be in the workforce of the future, based on the U.S. populations racial demographic changes
Particular issues that create tensions among the different groups
How supervisors need to address these issues that could potentially cause tension

“Thanks for meeting with me today, Sharon and Marcia,” you say as you shake their hands across the table in the small conference room. “As you both may be aware, we have many challenges that are facing us during this transition period of the merger.” Watching their body language, you see that they are wondering what you want from them. As a strategic manager for a consulting firm, you have been in this situation before. You are an outsider who is trying to help a company and their employees change, and you have found that nobody likes change.

“Because we haven’t had the opportunity to work together up to this point, I was hoping that you could share with me some of your philosophy about management and tell me about your management style,” you say. “How do you like to manage?”

“I guess I’ll start,” says Sharon. “I’ve been an HR manager for over 17 years with UWEAR and have seen this company grow and change quite a bit in that time. I took this job right out of college after getting my B.A. in human resources management. I feel that I am successful because I make things happen. If something needs to be done and needs to be done quickly, people always come to me. I have a very intuitive management style, and I get a real feel for people and situations. I inherently know what needs to happen to get the job done. Also, I don’t think it’s necessary to create huge project plans with long implementation timelines. If you want something done, I’ll get it done for you. People who invest all of their time in planning and strategizing take too long to get things accomplished. Time is wasted, and the team loses momentum.”

“Thanks for sharing that information, Sharon,” you say. “I get a feeling that you are someone who can really make things happen, and I can appreciate that. Marcia, how about you?”

Marcia starts, “I have been the HR manager for PALEDENIM for the past 3 years. I have about 20 years of experience in the HR field and have an MBA. I feel that I’m an effective and trusted manager. I seldom interact with my vice president because she trusts me to do the job that I was hired to do. I don’t get much glory, but I don’t get much grief. My goal is to bring my projects in on time and at or below budget. Sometimes it is necessary to request additional resources to meet time lines if plans don’t go off as scheduled, but I am not afraid to speak up and make that request. My projects are planned and laid out prior to implementation. I partner with my team to make sure they are successful and, in turn, I am successful.”

Answer the following in a paper of 2–3 pages:

What do you feel are the strengths and weaknesses of each manager’s approach to management?
How will you tailor your approach to each manager based on your knowledge of each of them?
What do you feel will be the challenges faced by each manager in formulating and implementing a policy within a relatively short time line?
How do you need to advise each manager to ensure that they formulate and implement the policy?

Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials

“Thanks for meeting with me today, Sharon and Marcia,” you say as you shake their hands across the table in the small conference room. “As you both may be aware, we have many challenges that are facing us during this transition period of the merger.” Watching their body language, you see that they are wondering what you want from them. As a strategic manager for a consulting firm, you have been in this situation before. You are an outsider who is trying to help a company and their employees change, and you have found that nobody likes change.

“Because we haven’t had the opportunity to work together up to this point, I was hoping that you could share with me some of your philosophy about management and tell me about your management style,” you say. “How do you like to manage?”

“I guess I’ll start,” says Sharon. “I’ve been an HR manager for over 17 years with UWEAR and have seen this company grow and change quite a bit in that time. I took this job right out of college after getting my B.A. in human resources management. I feel that I am successful because I make things happen. If something needs to be done and needs to be done quickly, people always come to me. I have a very intuitive management style, and I get a real feel for people and situations. I inherently know what needs to happen to get the job done. Also, I don’t think it’s necessary to create huge project plans with long implementation timelines. If you want something done, I’ll get it done for you. People who invest all of their time in planning and strategizing take too long to get things accomplished. Time is wasted, and the team loses momentum.”

“Thanks for sharing that information, Sharon,” you say. “I get a feeling that you are someone who can really make things happen, and I can appreciate that. Marcia, how about you?”

Marcia starts, “I have been the HR manager for PALEDENIM for the past 3 years. I have about 20 years of experience in the HR field and have an MBA. I feel that I’m an effective and trusted manager. I seldom interact with my vice president because she trusts me to do the job that I was hired to do. I don’t get much glory, but I don’t get much grief. My goal is to bring my projects in on time and at or below budget. Sometimes it is necessary to request additional resources to meet time lines if plans don’t go off as scheduled, but I am not afraid to speak up and make that request. My projects are planned and laid out prior to implementation. I partner with my team to make sure they are successful and, in turn, I am successful.”

Answer the following in a paper of 2–3 pages:

What do you feel are the strengths and weaknesses of each manager’s approach to management?
How will you tailor your approach to each manager based on your knowledge of each of them?
What do you feel will be the challenges faced by each manager in formulating and implementing a policy within a relatively short time line?
How do you need to advise each manager to ensure that they formulate and implement the policy?

Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials

“Thanks for meeting with me today, Sharon and Marcia,” you say as you shake their hands across the table in the small conference room. “As you both may be aware, we have many challenges that are facing us during this transition period of the merger.” Watching their body language, you see that they are wondering what you want from them. As a strategic manager for a consulting firm, you have been in this situation before. You are an outsider who is trying to help a company and their employees change, and you have found that nobody likes change.

“Because we haven’t had the opportunity to work together up to this point, I was hoping that you could share with me some of your philosophy about management and tell me about your management style,” you say. “How do you like to manage?”

“I guess I’ll start,” says Sharon. “I’ve been an HR manager for over 17 years with UWEAR and have seen this company grow and change quite a bit in that time. I took this job right out of college after getting my B.A. in human resources management. I feel that I am successful because I make things happen. If something needs to be done and needs to be done quickly, people always come to me. I have a very intuitive management style, and I get a real feel for people and situations. I inherently know what needs to happen to get the job done. Also, I don’t think it’s necessary to create huge project plans with long implementation timelines. If you want something done, I’ll get it done for you. People who invest all of their time in planning and strategizing take too long to get things accomplished. Time is wasted, and the team loses momentum.”

“Thanks for sharing that information, Sharon,” you say. “I get a feeling that you are someone who can really make things happen, and I can appreciate that. Marcia, how about you?”

Marcia starts, “I have been the HR manager for PALEDENIM for the past 3 years. I have about 20 years of experience in the HR field and have an MBA. I feel that I’m an effective and trusted manager. I seldom interact with my vice president because she trusts me to do the job that I was hired to do. I don’t get much glory, but I don’t get much grief. My goal is to bring my projects in on time and at or below budget. Sometimes it is necessary to request additional resources to meet time lines if plans don’t go off as scheduled, but I am not afraid to speak up and make that request. My projects are planned and laid out prior to implementation. I partner with my team to make sure they are successful and, in turn, I am successful.”

Answer the following in a paper of 2–3 pages:

What do you feel are the strengths and weaknesses of each manager’s approach to management?
How will you tailor your approach to each manager based on your knowledge of each of them?
What do you feel will be the challenges faced by each manager in formulating and implementing a policy within a relatively short time line?
How do you need to advise each manager to ensure that they formulate and implement the policy?

Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials

l=Leadership IP3

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Weekly tasks or assignments (Individual or Group Projects) will be due by Monday, and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.

View problem scenario B to learn more about regulatory challenges. This scenario provides key information in helping formulate answers for assignments in Phases 3 and 4.

Note: All character and company names are fictional and are not intended to depict any actual person or business.

During the preparation for your meeting, you discover that UWEAR and PALEDENIM do not currently have any policies in place to provide whistleblower protection as outlined in the Sarbanes-Oxley (SOX) Act, Section 806. Because UWEAR is a publicly-traded company, as will be PALEDENIM, you recommend that they immediately implement a policy to address this issue.

You schedule a meeting with the two executives responsible for the policy decisions in human resources (HR): Sharon Reese, the HR manager for UWEAR; and Marcia Henry, the HR manager for PALEDENIM.

“Thanks for meeting with me today, Sharon and Marcia,” you say as you shake their hands across the table in the small conference room. “As you both may be aware, we have many challenges that are facing us during this transition period of the merger.” Watching their body language, you see that they are wondering what you want from them. As a strategic manager for a consulting firm, you have been in this situation before. You are an outsider who is trying to help a company and their employees change, and you have found that nobody likes change.

“Because we haven’t had the opportunity to work together up to this point, I was hoping that you could share with me some of your philosophy about management and tell me about your management style,” you say. “How do you like to manage?”

“I guess I’ll start,” says Sharon. “I’ve been an HR manager for over 17 years with UWEAR and have seen this company grow and change quite a bit in that time. I took this job right out of college after getting my B.A. in human resources management. I feel that I am successful because I make things happen. If something needs to be done and needs to be done quickly, people always come to me. I have a very intuitive management style, and I get a real feel for people and situations. I inherently know what needs to happen to get the job done. Also, I don’t think it’s necessary to create huge project plans with long implementation timelines. If you want something done, I’ll get it done for you. People who invest all of their time in planning and strategizing take too long to get things accomplished. Time is wasted, and the team loses momentum.”

“Thanks for sharing that information, Sharon,” you say. “I get a feeling that you are someone who can really make things happen, and I can appreciate that. Marcia, how about you?”

Marcia starts, “I have been the HR manager for PALEDENIM for the past 3 years. I have about 20 years of experience in the HR field and have an MBA. I feel that I’m an effective and trusted manager. I seldom interact with my vice president because she trusts me to do the job that I was hired to do. I don’t get much glory, but I don’t get much grief. My goal is to bring my projects in on time and at or below budget. Sometimes it is necessary to request additional resources to meet time lines if plans don’t go off as scheduled, but I am not afraid to speak up and make that request. My projects are planned and laid out prior to implementation. I partner with my team to make sure they are successful and, in turn, I am successful.”

Answer the following in a paper of 2–3 pages:

What do you feel are the strengths and weaknesses of each manager’s approach to management?
How will you tailor your approach to each manager based on your knowledge of each of them?
What do you feel will be the challenges faced by each manager in formulating and implementing a policy within a relatively short time line?
How do you need to advise each manager to ensure that they formulate and implement the policy?

Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials