...Hupnan Resource Management GAINING A COMPETITIVE ADVANTAGE The Ohio State University JOHN R. HOLLENBECK Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between...
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...BUSM 1162 Management 1- Managing People Assignment 2 Individual Report Analysis and Critical Discussion of Competencies Based on CVF Framework Student ID: 3472503 Student Name: Xiaoli Sun Lecturer: Dr. Margaret Heffernan, O. A. M Tutor: Ashkan Khalili Due Date: 7th June 2015 Executive Summary As the Competing Values Framework (CVF) has been considered as an important construct for management in a business, managers use CVF to guide and examine employees’ performance. This report will take advantage of three tools: First, CVF Instrument, to examine current competencies like communicating and leading teams and competencies require further development like setting goals; the next two are Communication Styles Survey and Situational Leadership Style Questionnaire to find out strong skills like driver style and delegating style, and weak style like amiable style and coaching style. Then, related theories and concepts will be applied and interpreted to analyse the examined current competencies and skills and how to develop them further based on academic researches and articles. In this report, face negotiation theory, transformational theory and goal-setting theory are mainly used to have a detailed explanation about the competencies. Finally, a personal action plan will be made aimed to...
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...Sea world Table of Contents 1 Introduction 2 Part A 2.1 The history of Sea World 2.2 Management performance evaluation 2.3 Roles of competing value framework within Sea World 2.3.1 Co-Ordinator 2.3.2 Monitor 2.3.3 Mentor 2.3.4 Facilitator 2.3.5 Innovator 2.3.6 Broker 2.3.7 Producer 2.3.8 Director 3 Part B 3.1 External pressures 3.2 Recommendations to the management of Sea World 4 Conclusion 5 References 1 Introduction The objective of this report is to review the historical development of Sea World from management perspective and to evaluate management’s performance against the competing values framework. Secondly, based on the findings, recommendations will be made to Sea Worlds management to address shortfalls. 2 Part A 2.1 The history of Sea World In 1958, Australian businessman, Keith Williams bought a large tract of land along the Nerang River in Surfers Paradise and established the Water Ski Gardens. Williams’ primary objective of the venture was to attract tourists to Australia from abroad. Due to the expanding tourist numbers, the attraction was moved in 1971 to Split, Main Beach as 'Ski Land Australia'. (Tomar, 2012) SeaWorld took a giant step forward in 1973 when its main competitor, Marine land, was purchased by Williams. The famous aquatic performers were transferred to SeaWorld, strengthening the quality of its employees (A Short History of Sea World on the Gold Coast, 2012). To differentiate...
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... 1% 0 1% 0 MCD2040 Marker’s assessment of Assignment 2(a) - Plan of the Group Report The plan of the report should be no more than one page long (approx 250 words) and include: • The purpose of the report • Background to the report (e.g. company information) • Sources of information • Proposed main findings • Proposed conclusions and recommendations Satisfactory 1% 1% 1% 1% 1% Unsatisfactory 0 0 0 0 0 1 MCD2040 Marker’s assessment and feedback sheet for Assignment 1 (b) – Short Essay Criteria Introduction and identification of managers’ roles Fail Less than 50% Inadequate description, explanation and identification of management roles Pass 50 – 59% Adequate description, explanation and identification of management roles Credit 60-69% Effective description and explanation of some theoretical concepts linked to management roles Distinction 70 – 79% Clear, detailed and consistent description and explanation of theoretical...
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...Phil McIntosh Literature Review: My Years with General Motors by Alfred Sloan Presented to: Dr. Francisco Coronel MBA 690 March 21, 2013 Introduction The book My years with General Motors by Alfred Sloan is a great read. I find that it is very important book to read for anyone interested in management, innovation, and overall how to run a succesful organization. Alfred Sloan was able to leave a lasting legacy at the leading automotive company General Motors (GM) by creating positive change through implementing new management techniques, executing financial reforms, establishing a centralized banking system and making luxurious cars in order to gain a competitive advantage over its largest competition. The book is part personal memoir and the other part is standardized text regarding effective management. The General Motors executive depicts story of triumph and the successes he has encountered through proper leadership and management. The main character portrayed in the book of My Years with General Motors is Alfred Sloan. Alfred was raised New York and graduated from MIT with a degree in electrical engineering in the late 1895. His first job post graduation was at an establishment called Hyatt Roller Bearing Company. Hyatt supplied parts to many firms in the automobile industry. After the success of Hyatt, the firm was bought out by General Motors (Sloan, jr., 1990). After the founder of GM William Durant, was forced out of the company for making unwise...
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...ADVANTAGE TECHNOLOGY NETWORKS PRACTICE PROCESS BALANCE PERFORMANCE SUPPLY CHAIN SUPPLY CHAIN THE &THE VS. HYPE REALITY 46 SUPPLY CHAIN MANAGEMENT REVIEW · SEPTEMBER/OCTOBER 2001 www.scmr.com The conventional wisdom is that competition in the future will not be company vs. company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will find companies competing— and winning—based on the capabilities they can assemble across their supply networks. By James B. Rice, Jr. and Richard M. Hoppe A n increasingly vocal and popular sentiment holds that the nature of competition in the future will not be between companies but rather between supply chains. If this does, in fact, represent the future, how will these chains actually compete against each other? And what can practitioners do now in anticipation of this future? In contemplating the much-ballyhooed supply chain vs. supply chain (SC vs. SC) proposition, we first sought examples of this competition in action. Yet for as many examples of SC vs. SC competition that we found, there were at least as many places where the model didn’t fit. On the one hand, we saw vivid examples where one company or a series of companies had designed supply networks to act with singular focus against other unique companies or groups of companies—for example, Brax, Perdue Farms, and Tyson Foods. Yet more...
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...REVIEW ON COMPETING FOR THE FUTURE BY GARY HAMEL AND C K PRAHALAD This book is providing tools and concepts need to focus on technically produced with strategic planning in order to achieve the future success for a company as it has described the method of reinvention to satisfy corporate needs to be achieved through experience and discovery in the critical situation where company’s were fallen flat by the lack of integration and to have a fresh change that make the employee to work. It also focuses on combining companies and corporate visions for function operations. This book was very insightful in the area of teaching senior and top management skills and qualities that need to be possessed to be a successful company. The core competencies are not product specific but some exceeding resources and patience of single business unit create more options in the market. Business needs involving continuous leverage of core competencies with major contribution at all level of management for building and nurturing sophisticated, and more positive, and strategic architecture as a high-level blueprint for the reconfiguring of the interface with customers. As strategic intent is strategic architecture’s capstone but it’s an ambitious and compelling strategic intent that provides the emotional and intellectual energy for the journey. They are trying to create ambitious aspiration for the future and all in its importance. Gary Hamel and CK Prahalad emphasize that companies are focusing...
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... Page 1.0 Introduction 2 2.1 Management 2 2.2 Competing Values Framework 2-3 2.0 The Organisation 3 3.3 The Rational Goal Model 3-4 3.4 Primark and the Rational Goal Model. 4 3.0 The Challenge: Ethics 4-5 4.5 Primark and Ethics 5-6 4.0 Recommendations 6 5.0 Conclusion 6 6.0 References 7 1.0 Introduction: Primark is one of the UK’s leading clothing retailers with stores located in various regions throughout Europe. The brand is best known for its low-cost, budget clothing. Its success is based on producing high quality clothes with super-competitive prices as a result of technology, efficient distribution, high volume supply and demand and low labour costs. The management theory underpinning Primark is the Rational Goal Model which focuses on maximisation of output. The investigated challenge which Primark faces...
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...CONFLICT MANAGEMENT How do we manage conflict so the organization and personnel don’t suffer? Can we actually derive benefits from conflict? The purpose of this paper is to answer these questions and give you insight into the options available to managers for the successful management of conflict. Conflict is inevitable in every organization and often times necessary to ensure high performance. Ken Thomas defined conflict as the process that results when one person (or a group) perceives that another person or group is frustrating, or about to frustrate, an important concern. (Thomas: 891) Conflict involves incompatible differences between parties that result in interference or opposition. Such differences can serve as a motivator for positive change or cause decreases in productivity. Conflict, therefore, can be constrictive or destructive. Conflict is destructive when it produces barriers to cooperation, destroys morale and diverts energy from important tasks and issues. It is constructive when it leads to a solution of a problem or a higher level of understanding and communication between individuals or groups. So then we can say that conflict is both constructive and destructive it just depends on how you manage it. In the past, managers were trained to avoid conflict because of the negative repercussions that sometimes resulted. Today however, many management trainers are advocating that since there are some benefits derived from having conflict...
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...LEADERSHIP AND MANAGEMENT TOPIC 2: THE PARADOXES OF MANAGEMENT Explain the research and thinking behind each of the classic approaches to management 1900 – 1925: The Rational Goal Model The focus of the Rational Goal model was work organisation and efficiency. New managerial and organisational practices appeared. During this period, breakthroughs emerged in manufacturing efficiency through assembly lines and geographic expansion of companies in the United States, in which the modern divisionalised and dispersed organisation form emerged. This approach is still prevalent today in many developing countries as routine and repetitive manufacturing and services work is moved from developed economies to lower HR costs and lesser regulated, emerging economies. A major criticism of scientific management has been its focus on the worker as no more than an input to the mechanism of manufacturing or tasking. The organic aspect of workers as human beings and not cogs in the machine can frequently be left out of consideration in designing work under the Rational Goal model using Scientific Management. 1900 – 1925: The Internal Process Model The Internal Process model of management is concerned with processes of responsibilities, measurement and orderly rules, structures and procedures. In 1916 Henri Fayol identified management as a universal set of functions encompassing: planning, organising, commanding, coordinating activities, and controlling performance. ...
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...Quality has become imperative as the economy has globalized. At each successive level and scale of competition, the quality of competing goods and services increases as competitors “one-up” each other to gain market share. Companies that used to compete only on a local, regional, or national level now find themselves competing against companies across the world, and many companies find the competition to be more intense than anything ever encountered. Today, only those who are able to produce world-class quality goods/services can compete; thus, it is imperative that an organization incorporates a vision of overall quality, known as Total Quality Management, or “TQM,” that permeates throughout its entire organization and contributes to a sustainable competitive advantage. Competitive advantage denotes a firm’s ability to achieve market superiority over its competitors. In the long run, a sustainable competitive advantage provides above-average performance. Typically, a company’s competitive advantage and the strategy to attain one are achieved through two main components: • Cost Leadership: Many firms gain competitive advantage by establishing themselves as the low-cost leader in an industry. They emphasize achieving economies of scale and finding cost advantages from all sources. A cost leader can achieve above-average performance if it can command prices at or near the industry average. However, it cannot do so with an inferior product. The product must be perceived...
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...a country. The buyer of such goods and services is referred to an importer who is based in the country of import. And in this case we are the importers. Some of the questions to consider are: Are there trade agreements? And with whom? This is one of the major factors to consider before carrying out the importation process. We will need to obtain market import information about the coffee beans in order to establish effective trade agreement with the right supplier. This information can be obtained from the internet, visiting potential markets and exhibitions and from established importers. After selecting the right supplier of the coffee beans establishment of trade agreements follows like placing the order and delivery of the goods through proper use of documents but before then we should ensure we have the trading license, import license and the import permit. Trade agreements are established with the supplier once he/she has also complied with the relevant regulations. Some of the trade agreements include: the method of payment, transfer of liabilities during transportation among others. This trade agreements are facilitated by the availability of International Commercial Terms which defines responsibilities regarding title, risks and costs, and eliminates possibilities of misunderstandings and disputes. What are the exchange rates? This is the price of a country’s currency in terms of another currency. It therefore has two components which are the domestic...
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...Woolworths’ strategy and its implementation, consideration will be given to the competitive environment that exists between Woolworths and Wesfarmers (Coles), the notion of competing duopolies and the role that management plays in the process. The purpose of this essay is to discuss competing duopolies and how they impact on the development of an organisation’s strategy and implementation. In a duopoly two firms compete for market share, so strategic thinking by management plays an important part in strategy development and the creation of a competitive advantage. Strategic thinking allows management ‘to more fully capture and analyse the relevant forces creating new market opportunities and business strategy requirements’ (Cravens, Piercy & Baldauf 2009, p.32). Woolworths has for many years been the dominant player in the Food and Staples Retailing Industry but since Wesfarmers’ takeover of Coles, Woolworths has had to be more on the defensive matching Coles in its low-cost pricing strategy on many product items (Sell on News 2011). Whilst Coles is trying to regain market share within its supermarket division, Woolworths is endeavouring to develop operational scope in the area of hardware, where Coles has held a monopoly situation (Sell on News 2011). In competing duopolies, the quality of the management team and their ability to provide future guidance to the organisation becomes the critical component that differentiates each firm’s performance (Sell on News 2011). Woolworths...
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...Managing global alliance Name: Professor: Institution: Course: Date: INTRODUCTION The field over which businesses compete is becoming globalized. More firms are becoming multinationals by forming alliances with other firm in other countries. Global competition is now becoming a driving force in organizations throughout the world. Companies are trying to attain competitive advantage, which is easily accessible through international alliance. This form of none equity alliance between firms is increasingly becoming a popular way of doing business on a global scale. Reasons for the occurrence of such alliance have been identified, and include; increased globalization of the world economy brought about by intensified global competition, technology proliferation, and shortening of product lifecycle (Snyder, 1997. pg 45-50). This paper review is about management of the global alliance. MANAGEMENT OF GLOBAL ALLIANCES. "Globalization mandates alliances and makes them unconditionally necessary". (Ohmae,1982 . pg 67). Kenichi Ohmae's point of view, that globalization necessitates alliance as a vehicle for customer oriented value, with four issues facing today’s companies. These issues include; convergence of customers needs technology dispersion and ease of accessibility, importance of fixed cost and danger of equity. Ohmae concludes his argument with the "logic of entente". Here, there are two main points: shift from return on investment to sales return. He likens...
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...SUNY Brockport | CIBC Mellon | Case Study | | Nicolas Iannucci | 9/21/2013 | This case study will include a brief summary of CIBC Mellon’s history, mission, and structure; A SWOT analysis; Finally an “Analysis of Competing Hypotheses” with a prediction for CIBC Mellon’s future. | Part I. Introduction, Structure, Mission & Vision 1. Introduction: Founded in 1996, CIBC Mellon is 50-50 jointly owned by Canadian Imperial Bank of Commerce (CIBC) and The Bank of New York Mellon Corporation (BNY Mellon), the world’s largest custodian. CIBC Mellon provides asset servicing solutions, including custody, multicurrency accounting, fund administration, unit holder recordkeeping, pension services and securities lending services, for institutions and corporations. They have over 1,000 people supporting more than 1,200 clients. As of June 30, 2013, CIBC Mellon held more than CAD$1.2 trillion of assets under administration. CIBC Mellon is headquartered in Toronto, with offices across Canada. 2. Corporate structure: CIBC Mellon seems to have an SBU form of the multidivisional structure for implementing a related linked strategy. 3. Vision: ...
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