...Senior Management Recruitment Click Link Below To Buy: http://hwaid.com/shop/senior-management-recruitment/ Objective of the assignment: The objective of this assignment is to allow you to demonstrate your knowledge of the steps required to recruit and staff for an important segment of the workplace and to demonstrate your strategic skills to the CEO. You will share some of the essential strategic and administrative steps for this important function of Human Resources and will include metrics for which to evaluate the recruitment and selection approach that will be implemented. The situation: Suppose that you are the new HR Director at HSS (the case study presented in our Course Resources under modules) and you have already made a presentation to the CEO and the Board of Directors on the need for HR planning and and enhanced strategic role that HR must play in the organization. After that presentation, and having read the research on managing human resources strategically that you have presented (assignment 2 literature review), the CEO confides that she has been thinking about how the senior staff in the organization are recruited and selected. As a result, she has asked you to propose new recruitment and selection methods for the senior level employees. Deliverable: The CEO's directive to you is to prepare a short (approximately five-page double spaced) proposal that includes at the least: 1. A cover memo to the CEO providing an overview of the task...
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...Contents Background Information 2 Senior Management 2 Number of employees 2 Number of Volunteers 2 Philosophy/mission and mandate of the organization 2 Person interviewed (Name, title, email address, Organizations contact info) 3 Website 3 Short form 3 Management structure 3 Recreation and community development (volunteer services) 5 Senior Management Roles and Responsibilities 5 Revenue and Grants 6 Fundraising type and frequency 6 Expenses covered through fundraising 7 Challenge / Barrier 7 Volunteer Recruitment 7 Number of Volunteers and their consistency 7 External recruitment 8 Demographics of Volunteers 8 Orientation and training process of volunteers 8 Include promotional material that they use to recruit volunteers and/or any samples of forms Example: application, evaluation, manual 8 Background Information...
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...mbaadmissiongurus.com Mobile: +91 ########## ~ Phone: +91 ########## ~ Email: abc@gmail.com SENIOR MANAGEMENT EXECUTIVE Senior professional with consistent success in achieving revenue, profit and business growth objectives, within turn around environments in financial services industry. Highly successful in building relationship with senior decision makers, leading and motivating teams and managing Profit & Loss (P&L) for business divisions. Proven ability in driving new business through key accounts, establishing strategic partnerships and complex, multi-channel relationships to increase channel revenue. Capabilities in - Wealth Management - Profit Centre Operations - Customer Relationship Management - Business Development - Product Management - Marketing/Brand Management - Legal Business Issues - Channel Management - People Management Career Highlights ABC1 Inc. Aug.’06 till date The ABC1 Inc. - Asset Management Company is among the top ten asset managers in India. Launched in April 2006, ABC1 Inc. Portfolio Management Services (PMS) caters to the unique needs of enterprises and High Networth Individuals. Vice President - (Portfolio Management Services) Distinction of establishing the PMS business and increasing assets under management to US$ 250 Million, a ten fold increase within one year of operations Conceiving and...
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...2. What can Nekeisha do now to diminish the negative impact of her evaluation of Bill ? The question tell us that, after Nekeisha help Bill during the performance appraisal by giving him such high rating, there will be negative impact arise in the company. This statement come based on two facts which is; First, Bill had been experiencing a large number of personal problems. Definitely people who work together with him will easily know how was his work performance during that period of time. Second, after Bill was being told by Nekeisha about what she has done, he was excitedly looking forward to telling his work buddies about what a wonderful boss he had. This might caused a big question in his buddies mind about what Nekeisha has done till make Bill, the low average performance employee, become so this exited. These two facts will give other workers such a view regarding what Bill supposed to receive during the annual performance appraisal based on the fact that they have seen. However, at the end, what they thought is not happening at all. Basically, as a human being, Nakeisha has good intention to help Bill to ease his burden. This good attitude might get a good appraisal from most of people. However, by doing this, Nekeisha has also done a very big mistake in her career as a supervisor. Her biased evaluation toward bill will of course make other workers to be jealous, and this might lead to a serious negative impact such as employees will judge her as being unfair...
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...HRMN 410 Senior Management Recruitment Click Link Below To Buy: http://hwaid.com/shop/hrmn-410-senior-management-recruitment/ Senior Management Recruitment Name Institution Senior Management Recruitment Recruitment involves the systematic selection and appointment of employment seeker within a different organization. The recruitment process gets usually conducted by the human resource department of an organization. The process needs to be taken seriously as any fault in the recruitment process can lead to huge losses for the said company. Through recruitment, a firm can learn about the personal and professional life of an individual and can thus determine whether he or she is suitable for a particular job position. I being the human resources manager at human solutions strategies (HSS) have been tasked with finding the best recruitment process to get followed in the future for senior level management officials. Memorandum To: HSS CEO CC: All employees FROM: Patrick L Kluivert -HR manager. DATE: 20/2/2016 SUBJECT: Senior level management recruitment process I would like to thank you for giving me this chance to come up with a better recruitment process for the senior level management. I will be in charge of coming up with the best selection method with the help of two of our employees who are trained in human resource skill. Throughout the process I will outline all the new recruitment methods that have arisen in the near past and outline all the advantages...
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...corporation 1. Read more: http://www.ukessays.com/essays/business/business-environment-of-international-business-machines-corporation-business-essay.php#ixzz2zlzJOVvG Industry Overview and Principal Competitors Because IBM has a large diversified range of product and services, and is present in more than 170 Countries (IBM Form 10-K Annual 2010 Report, 2011) it ́s not easy to analyze the markets where it acts. Although, we can see some main competitors: Hewlett-Packard (HP) and Dell, each of these companies with a different focus area. Dell makes most of its money on PC and server hardware, while HP is more diversified as the leader in PCs and Imaging & Printing as well as offering IT services. Since IBM relies heavily on its Software and Services segment, it mainly competes with HP in the servers and IT services markets and with Dell in the servers and software markets. IBM is the leader in servers, IT services, and software. Also IBM leads HP and Dell in all measures of profitability, largely because IBM is focused on high-margin sectors such as services and software and has gotten out of the thin-margin PC business, in which HP and Del lare still heavily involved. In addition to HP and Dell, IBM also competes with smaller IT consulting firms such as Accenture. However, IBM leads these companies by a large margin in terms of revenue, profitability, and scale as we see on the next table. Finally, we put the data of Microsoft because it can permit us compare IBM...
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...본 연구는 고객만족을 달성하기 위해서는 판매원의 고객지향성이 전제되어야 한다는 가정에서 출발하였다. 판매원의 고객지향성에 관해서는 기존연구가 부족하였으며, 특히 실증적인 연구가 이루어지지 않았다, 지수개발의 첫 단계로서 판매원 고객지향성의 개념을 기존문헌들의 고찰, 전문가와의 면담, 연구자의 추론을 바탕으로 재정립하였다. 그 결과 판매원의 고객지향성은 마케팅 컨셉트의 실천적 요소, 인간적 요소, 시간적 요소, 비용적 요소 및 기술적 요소의 5개 차원으로 정리되었다. 고객지향지수 측정을 목적으로 총 39개 문항이 개발되었는데 척도정화의 과정을 거쳐 최종 22개 문항으로 정리되었다. 척도정화과정에서 마케팅 실천적 요소는 신념적 요소와 고객응대적 요소 두 개의 하위개념으로 분리되었다. 고객지향지수의 인덱스로서의 가치를 높이기 위해 구성요소간의 가중치를 회귀분석을 통해 구한 후, 가중치가 부여된 구성요소간의 선형결합으로 이루어진 함수가 본 연구에서 도출한 고객지향지수(COIS: Customer Orientation Index of Salesperson)이다. COIS의 특성을 관찰하고 진단도구로서 활용할 목적으로 COIS와 판매원 성과와의 상관관계를 분석하였다. 이를 위해 조정변수를 도입했는데, 그 내용은 판매원과 고객간의 관계의 질(RQ: Relationship Quality), 미래거래에 대한 기대(AFI: Anticipation for Future Interactions), 판매원의 전문성(SE: Salesperson Expertise) 등 세 변수이다. 하위집단 회귀분석을 해본 결과 세 변수들은 모두 조정변수의 역할을 하는 것으로 판명되었다. 즉, 관계의 질이 높은 상황에서는 고객지향성과 성과간에는 정의 관계가 존재하나, 관계의 질이 낮은 상황에서는 부의 상관관계를 보였다. 미래거래에 대한 기대에 관해서도 그 기대가 높은 상황에서는 고객지향성과 성과간에 정의 상관관계를 보였으나, 기대가 낮은 상황에서는 부의 상관관계를 나타냈다. 판매원의 전문성과 관련해서는, 전문성이 높은 판매원의 경우에는 고객지향성과 성과간에 정의 상관관계를 가지고, 전문성이 낮은 판매원의 경우에는 부의 상관관계를 가지는 것으로 나타났다. 이러한 결과를 놓고 볼 때, 판매원의 고객지향성이 높다고 해서 반드시 높은 성과를 기대할 수 없다는 사실이 발견되었다. 따라서, 판매원의 고객지향성과 성과의 관계를 설명하는 데 있어서는 조건부 틀이 보다 적합함을 알 수 있다. 연구결과를 바탕으로 판매원 관리의 진단도구를 개발하였다. 첫째, 판매원 포트폴리오 개념으로서 고객지향성과 성과를 기준으로 한 매트릭스를 통해서 판매원 집단의 건전성을 진단해 볼 수 있었다. 또한 각 유형별로 바람직한 포트폴리오를 구성하기 위한 전략적 대안을 제시하였다. 둘째, 판매원 배치 모형을 개발하였다. 고객지향 욕구지수를 도입하여 B2B 영업 등 특수부문에 어떤 판매원을 배치하여야 하는 가에 대한 해답을...
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...culture of VC Brakes. If VC Brakes had no division between the engineers and the rest of the operations I believe the approach would have provided successful results. Andrew Ryan was effective in his original endeavors as the senior manager of the engineering services (ES) team. However I think this question is referring to his task of implementing TQM into VC Brakes, so in that regard no he was not effective. Although TQM had great values Ryan was unable to break the divider between management and lower level employees to make progress with TQM. Lower level employees were said to have some creative and (in my opinion) easy to fix ideas on current operations. For example the box cutters that were standard were said to not be up to par. Although upper management didn’t change the box cutters out for new ones originally Ryan could have told upper management to change the box cutters simply as a way to get employees on board with the idea of implementing TQM. If Ryan had exhausted his efforts to make the change happen internally, he could have went out and bought new box cutters himself and said that upper management heard to voice of the people and responded. Box cutters aren’t very expensive and this action would have shown leadership to upper management, and would have most likely shown lower level employees to give TQM circles more effort. If Ryan was unwilling to purchase the box cutters himself,...
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...frustration among management and lack of effective communication skills while engaging with employees. Effective communication skills can increase productivity among employees and create a healthy work environment. Ms. Harris is a successful manager of a relatively new division bringing in $40 million business deals. Ms. Harris has been an excellent asset to the company; she is hard working and is looking to move up. Although Ms. Harris has made great achievements in her life, she has poor communication skills with her employees. Her employees have stated that she is curt, sometimes defensive and overwhelming with facts. This makes Ms. Harris unapproachable and hard to work for. Employees feel that they are being talked down to. Ms. Harris is frustrated with senior management’s lack of attention to her successful division. Ms. Harris has many assumptions about management and their reasoning for overlooking her division. Ms. Harris feels she is being discriminated against racially and by gender. Furthermore, Ms. Harris does not know that her employees find her difficult to work with. Most importantly, upper manager is focused on numbers rather than creating a productive and open work environment. Ms. Harris and upper management decided for her to continue to stay in the division because she can identify with changing demographics and bring a different perspective to the business. Sadly, no plan has been designed or implemented by upper management to lessen Ms. Harris’s...
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...Employee Portfolio: Management Plan Barbara Mozley February 17, 2014 MGT/311 Organizational Development Steve Broe Employee Portfolio: Management Plan In this summary I will discuss how the series of self-assessments results employees had taken to aid myself in how to manage the employee’s better. With the assessments I have received back from the employee’s, I need to create an Employee Portfolio for each of the employees to help guide in developing ways to best manage them. How might these three employees characteristics affect the performance of the organization and are there any recommendations for additional assessments[?] All in all I believe these three employees’ characteristics have a positive effect on the performance of the organization and are self-motivated, self-actualized employee, and the employee who needs close supervision is when management can provide an environment in which the employee’s enjoy what they do and feel like they have a purpose and have pride in their work. One thing I did notice though is that management does need to help the workers to develop skills for better work performance as well as to be able to advance in the company. Also management needs to give employee's a clear sense of direction of what their job scope is and have a clear picture of what work needs to been done. Management needs to take...
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...evaluation of Women in management- the glass ceiling at the St. Lucia Fire Service Executive Summary The topic of the glass ceiling has been of great interest in recent years especially in the field of management. The problem is that women demonstrate successful qualities over years and despite the qualities that they possess, the glass ceiling still continue to exist in organizations that are male dominating and find it difficult to break into management. The purpose of this research is to identify the barriers that exists impeding women’s career progression in the fire service and to make recommendations that the St. Lucia Fire Service may implement to increase capacity in senior management level. It is important for women to be part of senior management since women currently make a proportionally larger percentage at the workplace and also because the government has established that in any form of recruitment into the fire service, women should make up twenty percent of the capacity. This research examined how the concept of the glass ceiling is unavoidable in the fire service. Two stages of data collection and analysis were carried out. By using descriptive research the status of women in the fire service will be presented. A questionnaire was developed and delivered to two hundred fire personnel. An analysis of answers from the questionnaire was analyzed to assess the opinions about the impact of females on promotions to senior management. To continue) Introduction ...
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...A CRITICAL ANALYSIS OF THE DISPARATE SCHOOLS OF MANAGEMENT Scholars in the field of management, from the late 19th century till modern times, have come up with different perspectives on how to manage people and organizations. These gave rise to what is called ‘Management Schools of Thought’. This study looks at the Classical School of Thought in relation to modern day management, as it pertains to the built environment. Though so many years have passed since the Classical School of Thought was developed, it is widely used in modern day management as the preferred choice by many organizations in the built environment. One major area that arose from the Classical School of Thought is productivity and efficiency in the workplace [http://www.cliffnotes.com/study_guide/topicArticleId-8944,articleId-8851.html]. Managers were so much inclined to assign workers to areas that best fitted their expertise. This was in order to increase their productivity and efficiency in their various responsibilities. A facilities services provider, ISS, uses a system that effectively manages its workers and all facets of a worker’s responsibilities by placing the right people in the right positions, based on their qualifications (BOOTY, 2008). This is also evident in Faceo FM UK, according to its Chief Executive, Chris Kenneally. In his words, “Our focus has been on the sustainability of our customers and putting the right people in the right positions to deliver what the client wants, as evidenced...
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...information between employees and management, to exchange hearsay and rumors, or anything in between. The challenge for businesses is to channel these myriad communications so they serve to improve customer relations, bolster employee satisfaction, build knowledge-sharing throughout the organization, and most importantly, enhance the firm's competitiveness. EFFECTIVE VS. INEFFECTIVE COMMUNICATIONS Perhaps the importance of good communication is best understood by considering what things would be like in its absence. For instance, if a company has no mechanism for recording and transmitting special order requests from its customers, and the employees in the sales and fulfillment areas only interact minimally, there's a good chance that when it receives a special request the company will have difficulty delivering what the customer wants. It may even lose the sale as employees grapple with an unusual request the management hasn't prepared them for. Now consider a company going through a merger. Top executives at the merged entity proclaim that there will be thousands of layoffs to boost efficiency, but management is slow to say who will be affected, what the criteria are for deciding who is laid off, and what the separation terms will be. To make matters worse, an unauthorized list of persons facing the ax is rumored to be circulating, and specific names are bandied about as being on or off the list. This situation continues for weeks before management comes forward with the full...
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...Management Behavior Donna Rice March 14, 2011 University of Phoenix Management Behavior MEMORANDUM To: InterClean, Inc. First- Level Managers. From: Donna Rice, Midlevel Sales Manager. Date: March 14, 2011 Subject: Management Behavior I want to take this opportunity to commend you on the way you have handled the transition and changes concerning the merger. As leaders it is important to behave and act in a professional way in all situations. As we move forward with the merger with EnviroTech, our behavior and action can show our employees how to act to achieve and perform their jobs to the best of their ability. As mangers it is important for us to establish and demonstrate to the employees what can be achieved at in any level as we move toward this new adventure with the merging of the two companies. As leader show respect to all employees, staying calm and consistent to lead our departments the way you have been trained. In the meeting with the executive team I was told Janet Durham with her staff in the HR department will focus on management training. With merging with EnviroTech training is one of the most important aspects. Management training will give you a better understanding of factors that affect the productivity of employees. These factors are people skills, systems and procedures, knowledge of the employees, management skills, and the one very important factor is the attitude of the superior. When you have appropriate leadership the workplace becomes...
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...and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals, and members of the federal Senior Executive Service. * * How to use this catalog: The “Leadership Development Seminars January 2013-2014 Edition” and Readings by ECQ is a comprehensive, (although not all-encompassing)...
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