...to first, matriculate through secondary education to attain foundational skills in support of man’s progression in society; second, enter into college to gain skills and knowledge to prepare for survival in society; third, graduate from college with specific jobs skills and credentials to give meaning to society; and finally, contribute to the functioning and betterment of society by successfully entering and succeeding in the workforce. Unfortunately, society is facing a detrimental problem that may signify a defect in this order of operation, because graduates are unprepared and lack the skills needed to succeed in today’s workforce. The basis of this paper is to provide clarity to the problem of unprepared graduates entering the workforce, and suggest a viable solution by offering that simulated education curriculum rooted in Social Efficiency Ideology is a practical response to the issue. Clarity of the Problem U.S. Chamber of Commerce (2012) recognizes that the toughest competition in business is the global race for talent. Plumer (2012) highlights that there are high rates of baby boomers retiring in the U.S., resulting in fewer “eligible” workers participating in the labor force. Consequently, the U.S. is “competing in a global economy like never before in our history” (Daggett, 2010, p. 5) and losing the competition at an alarming rate due to graduates not being prepared with skills needed to succeed in the...
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...chapter and briefly define each of the 4 functions. What are the challenges in carrying out these functions in today’s hyper-competitive marketplace? Planning determines the organizational goals and action plans for how to achieve those goals, organizing determines a structure for both individual jobs and the overall organization, leading involves directing and motivating people to achieve organizational goals, and controlling deals with checking performance and making adjustments as needed. Some of the challenges include understanding the needs and motivations of employees and developing an appropriate management style to create value for the organization. 2. Which theory of motivation do you find most compelling? What factors should you consider when choosing a motivational approach? Explain your answers. The theory of motivation that most compelled me was Maslow’s Hierarchy of Needs. This is because it does not separate workers and people into two different categories and give the people set qualities and characteristics, like the X and Y Theory. The uniqueness of people is something that should be considered when choosing a motivational approach. They cannot simply be grouped and expect them all to act or work the same way. What Maslow’s theory does instead is explain WHY people want to work and what helps each of them grow into their role in the workforce and in life. Using the concept that survival is the key, it then goes onto becoming more comfortable and understand...
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...resource management (HRM) practices. • Describe how technology is changing HRM • Identify significant changes that have occurred in workforce composition • Describe the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process engineering and its implications for HRM • Identify who makes up the contingent workforce and the HRM implications • Define employee involvement and list its critical components • Explain the importance of ethics in an organization. CHAPTER OVERVIEW The chapter’s opening vignette illustrates how Four Seasons Resorts and Hotels uses the Golden Rule to treat the employees as you expect them to treat the customer. While customers like to be pampered, so do the employees as evidenced by the Four Seasons being listed in Fortune magazine as one of the “Best Companies to Work For” every year since the list started in 1998. Overviews of today’s dynamic business world, highlighting cultural environments, globalization, technology, and social history evolution, set the stage for discussions about the implications to the HR field. These topics include: multicultural issues, global workforces, HRM technology, workforce diversity, labor supply and management, contingent workforces, decentralized work sites, continuous improvement, work process engineering, employee involvement, HRM challenges, and ethics. ...
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...many companies find increasing and managing diversity to be difficult challenges? 2. What were the key elements in Blahna's successful diversity strategy? 3. Under what circumstances might the consulting pairs approach be most useful? 4. What steps should management take to ensure that the consulting pairs approach is working? Businesses have come a long way since the days of 1950s when white males made up more than 60% of the American workforce. The man was the sole breadwinner in the household while females were expected to take care of children and the home. At age 65, the male retired and they spend their retirement years doing all those little things they never had the time or money to do. Diversity used to be a black/white, male/female, old/young issue. Now it is much more complex than just racial or ethnic diversity. It consists of a combination of genders, race, religion, age and other background factors with different values, styles, personalities, customs and beliefs that can affect the way they conduct business. We also consider socio-economic, geographic, international, intellectual, artistic, athletic, political, religious, and sexual orientation. Cultural diversity should be managed to recognize, respect and capitalize on the different backgrounds in our society in terms of race, ethnicity, and gender. Today’s workplace requires a more realistic and respectable approach to multi-culturalism or cultural diversity. Multi-culturalism...
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...employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. Broader service range A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. Variety of viewpoints A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organization can draw...
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...counselors, providing positive feedback and reinforcement to improve skills and competencies that ultimately enhance overall employee performance. Performance management functions as an integral part of a comprehensive development strategy, although too few organizations subscribe to this philosophy (Gilley & Maycunich 2000). . Hence, the business world overflows with mediocre, stagnant, or failing organizations that stubbornly or ignorantly overlook their employees' potential. We believe that well-designed and well-executed performance management provides an excellent vehicle for promoting continuous employee and organizational growth and development (Gilley & Maycunich 2000). Developmental leaders rely on performance-oriented principles to help their organizations achieve the business results needed and to improve employee performance and productivity through continuous growth and development. These three principles performance partnership, organizational performance improvement, and effective communication provide a foundation for excellence by allowing leaders to communicate their expectations in a clear, motivating, and inspirational manner. Developmental leaders possess effective communication skills that enhance their ability to deliver performance feedback, conduct performance appraisals, confront poor performance, and provide career counseling and mentoring. As a result, their communication skills improve employee performance, productivity, and willingness to participate...
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...Purposes of the report The purposes of this report are to (1) explain why employees become unmotivated, (2) identify the consequences a company endures with unmotivated employees, (3) discuss strategies or techniques organizations can use to motivate their employees, and (4) show the positive consequences a company enjoys with motivated employees. Nine professional and scholarly journals were used for the report. Primary research consisted of personal interviews with Lonny Cooper, Jon Wenzel, and Reza Rich. Motivation in today’s workforce Findings from professional and scholarly journals and personal interviews revealed that employees become unmotivated when communication breaks down between management and subordinates. Lack of motivation in employees tends to increase carelessness, absenteeism, resource waste, and turnover rates in an organization. Because employees possess different values, they are motivated by different things. Communicating information, praising employees, and recognizing effective performance are key strategies a manager or supervisor can use to motivate employees. Production, sales rates, and morale all increase when employees become motivated. The results of this research revealed a surprising concept: money alone is not enough to motivate employees today. Recommendations for motivating employees Recommendations for motivating employees at First Bank of Kamloops include • offering bank tellers valued rewards for balancing...
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...OF WORK-RELATED SKILLS Prepared for Dr. Faridah Awang, Professor and CCT Program Coordinator Management, Marketing, and International Business Eastern Kentucky University Prepared By Bradley Jordan Withrow October 15, 2015 Generation Y: The Emerging Workforce The world is constantly changing year after year and this is due to the people that live in it. Generation after generation continues to be different. Kids grow up thinking their parents are lame and then when they have kids of their own their kids think they are lame. Everything from the music we listen to, to the clothes we wear, to the activities and events we occupy our time with change from generation to generation. Generation X and the baby boomers do not understand rap and hip-hop music while generation Y doesn’t even know who the Beatles and the Bee Gees are. In this report you will discover what generation Y thinks of their work-related skills and if they have an accurate perception of what skills are necessary in the workplace. So just who is generation Y. Generation Y, also known as millennials, are a group of 80 million Americans born between the early 1980’s and early 2000’s that began entering the workforce almost 15 years ago. “Experts say by 2020 that half of the U.S. workforce will be comprised of millennials” (Reuteman 2015). With the generations before retiring from the workforce it is no secret that generation Y is quickly becoming the face of America’s workforce. It is essential...
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...MGT115 – Management and Organization Tutorial 1 – Answers 1.1. Who are Managers? a) Explain how managers differ from non-managerial employees? A – Managers differ from non-managerial employees in the sense that they are responsible for coordinating and overseeing the work of their subordinates (who maybe non-managerial or managerial) so as to ensure the organizational goals are met. Non-managerial employees however are only responsible for the task(s) assigned to them. b) Describe how to classify managers in organizations. A – Managers can be classified in to * First-line managers: - Individuals who manage the work of non-managerial employees * Middle managers: - Individuals who manage the work of first-line managers * Top Managers: - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 1.2. What is Management? a) Define management. A – Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. b) Explain why efficiency and effectiveness are important to management. A – Because both efficiency (getting the most output for the least inputs) and effectiveness (attaining organizational goals) are important to ensure that there is low resource waste and high goal attainment. 1.3. What do managers do? a) Describe the four functions of management. A – The four functions...
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...Entrepreneurial Leadership in today’s Dynamic Markets. These three different people all had different beliefs on what they believed could make a business successful. These ideas were what they found to be important in their own pursuit of developing a business. Their beliefs concentrated on areas such as practices of leadership, entrepreneurial leadership, beliefs that they have developed that were successful. Steve Case had developed a belief which made him successful in his business practice. He believed in a system that he called the three P’s, they concentrated on: People, Passion and Perseverance. This believed you should have the right people in place with the same creative passion. These workers must be willing to overcome any obstacle they encounter. Next we will discuss the beliefs that James Kouzes had developed that made him a success. First off, he believed that leadership pertained to anyone who leads people regardless of their position. These are practices that he felt a leader should perform, they are Model the way, Inspire assured vision, Challenge the process and Practice of enabling others. They state that a leader should set standards based on value, Develop a belief if success, take needed risks and Focus on the team’s success. Peter F. Drucker simply developed a number of strategies that he followed to attain his success. These were strategies that he took from the past that helped prior leaders successful. His strategies had been...
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... Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each generation in between. Therefore, the facilitator’s biggest challenge is transferring knowledge to this multi-generational audience that makes up today’s workforce. Today’s Workforce “Demographic trends in the United States have brought us to a unique place and time. Americans are...
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...Today’s working environment has experienced a major transformation over the last decade, particularly in terms of population diversity in the workforce. There are currently four main generations dominating the workforce, they are made up of Silents, Baby Boomers, Generation X and Generation Y. It is expected that in the coming decades there will be further changes with emergence of newer generations, and slower removal of older generations from organizations as pension age increases. Understanding differences between the generations, and learning to adapt their management practices is critical to building a successful multigenerational workplace. I would like farther explain each generation’s attributes and their effects on the workforce. Silents are considered among the most loyal workers. They are highly dedicated and the most risk averse. Their values were shaped by the Great Depression, World War II, and the postwar boom years. Silents possess a strong commitment to teamwork and collaboration and have high regard for developing interpersonal communications skills. Silents now consist of the most affluent elderly population in U.S. history due to their willingness to conserve and save after recovering from the financial impact of the postwar era. Baby Boomers, born approximately between 1946 and 1964 were brought up in a healthy post war economy and have seen the world revolving around them as the largest generation of the century. Their lifestyle is to live for work and...
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...new hires so they will have a better understanding of the HR role in the organization. My goal at the beginning of the BUS 303 class was to obtain a piece of “big picture.” I stated, “This course is a piece of the organization or “big picture” that I’m slowly putting together.” However, I now believe that the human resource function is much more than just a piece of a puzzle. I believe human resource management would make up at least a third of the puzzle. I now realize that there are several processes and functions of HRM that shape the entire organization. Thus, it is essential that leaders, management, mortgage trainers, etc. are informed and understand the crucial role that HRM plays in the operation. This will only strengthen their skills and abilities to plan and lead the organization. Speaking of creating a plan, planning is a major...
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...side when there is exploitation, contraband, low labor, maltreatment, political and cultural differences etc. That said I have been chosen to hire a new manager for the Scandinavian division and also to explain the process. It could be a long process for Management to find that person and know how to retain them at the same. In the following few lines I will demonstrate the most important skills and qualifications that a candidate must possess to be approved for an overseas assignments, the danger of doing business abroad and how to transmit the message to HR manager as well as the senior leadership team. Application of HR in the Global Environment What is Globalization and why is it being done by many companies globally? As describe from Wikipedia “The term Globalization (or globalization) refers to processed of international integration arising from the interchange of world view, product, idea, and other aspect of culture” (Wikipedia, 2006). Consumers are becoming very demanding and competition is not helping either, therefore, a business to quickly to provide her service or product at anytime, anywhere and anything. Because of technology consumers have become very educated and also everyone wants to buy and save as much because of the economy. “Thanks to today’s global economy in which...
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...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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